斯蒂芬·罗宾斯《管理学》第二章讲义
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。
管理学原理讲义--一二章
第一单元知识点小结第一章管理与管理学0001 管理的产生及必要性一、管理的产生管理产生于欲望无限性和资源有限性之间矛盾的协调。
管理是人类群体活动的产物。
人类的活动可以分为两个方面：一是人类为实现自身目的而进行的活动——作业活动；二是使这种作业活动变得更有效的活动——管理活动。
管理活动是产生于作业活动并为作业活动服务的一种活动。
管理活动和作业活动相伴而生，并使作业活动的水平不断提高。
二、管理的必要性管理是组织不可缺少的要素，有组织就需要管理，管理与组织如影相随。
管理无时不在、无处不在。
随着人类社会的发展，组织的规模越来越大，组织越来越复杂，组织的形态千变万化，协调的深度和广度都有所加大，而且管理工作的好坏很大程度上决定着每个国家、每个地区、每个单位的兴衰成败，因而，管理更显其必要性。
1.从整个社会的发展来看，管理是社会进步与发展的物质力量2.管理是任何组织生存发展的重要条件3.管理活动具有的普遍性0002 管理的概念科学管理之父泰勒给管理下的定义是：管理就是“确切的知道你要别人去干什么，并使他用最好的方法去干”。
在泰勒看来，管理就是要事先安排工作，指挥他人用最好的工作方法去工作。
亨利·法约尔是对管理概念有重大影响的人。
他在其《工业管理与一般管理》一书中认为：“管理就是实行计划、组织、指挥、协调和控制。
”这一观点强调，当一个人在从事计划、组织、指挥、协调和控制工作时，他便是在做管理工作。
诺贝尔经济学奖获得者赫伯特·西蒙认为：“管理就是决策。
”西蒙强调，决策贯穿与管理的全过程和所有方面，任何工作都必须经过一系列的决策才能完成，管理者的工作归根结底是在做各种各样的决策。
彼得·德鲁克认为：管理就是经由他人的劳动，以完成工作目标的一系列活动。
哈罗德·孔茨等人的观点是：管理就是设计和保持一种良好的环境，使人在群体里高效率的完成既定目标。
他们认为，为在集体中工作的人员谋求和保持一个能使他们完成既定目标和任务的工作环境，是各类企业中各级主管人员的一项基本任务。
罗宾斯《管理学》第二章笔记：管理的演进
第二章：管理的演进学习目的：1.说明学习管理史的价值2.明确20世纪以前在管理方面的主要贡献3.说明为什么本世纪前半叶是一个多元化的时期4.阐述弗雷德里克·泰勒的科学管理原则5.概括科学管理运动对管理的贡献6.明确亨利·法约尔对管理的贡献7.解释马克斯·韦伯的官僚行政组织思想8.说明霍桑研究对管理的贡献9.对比人际关系倡导者与行为科学家的研究方法10.区分过程方法、系统方法和经验方法11.解释劳动力多元化12.阐述管理者为什么越来越关心激发创新和变革13.解释TQM的五个主要组成部分1节历史背景1.组织在我们中间已经存在了几千年，管理实践也是如此（金字塔、长城等的修建，教会管理）2.亚当·斯密以及他的《国富论》对古典经济学作出了重要贡献：劳动分工【division of labor】：1）定义：将工作分解为狭窄的，重复性的任务2）能提高生产率的原因：①提高了每个工人的技巧和熟练程度②节约了由于变换工作浪费的时间③有利于机器的发明和应用3.产业革命使管理更加重要4.大型企业的建立需要正规化的管理2节多样化的时期20世纪上半期是一个管理思想多样化的时期。
科学管理从如何改进作业人员生产率的角度看待管理；一般行政管理者关心的是整个组织和如何使之更有效；一批管理研究人员强调人力资源或管理的“人的方面”；而另一批人则专注于开发应用数量方法。
每一种观点都是正确的，但是每一种观点都有它的局限性。
一．科学管理1.弗雷德里克·泰勒1）地位：科学管理之父2）著作：1911年《科学管理原理》3）科学管理理论：①四原则：Ⅰ对工人工作的每一个要素开发出科学方法，以替代老的经验；Ⅱ科学的挑选和培训工人；Ⅲ与工人合作，以保证一切工作都按已形成的科学原则去办。
Ⅳ管理当局与工人在工作和职责的划分上几乎是相等的②内容：Ⅰ确定每一件工作的最佳方法（在米德维尔钢铁公司的生铁装运试验和确定铁锹大小的试验）；Ⅱ刺激性工资计划；Ⅲ把计划职能同执行职能分开。
罗宾斯《管理学》笔记——考研备考必备!
罗宾斯《管理学》笔记——考研备考必备!罗宾斯的<管理学>笔记斯蒂芬.p.罗宾斯的《管理学》笔记（1-6章）第一章绪论一、管理的涵义人类的共同劳动资源（人、财、物、信息、时间）共同目标定义：为实现预定目标而进行的计划、组织、人员配备、领导、控制（孔茨）或合理组织和有效利用有限资源以达到既定目标的过程。
管理的实质是一种手段、工具，不是目的。
管理的作用在于它的有效性，追求效率与效果的统一。
效率是以较少的代价完成活动，涉及活动的方式。
即正确地做事效果指目标达成度，涉及活动的结果。
即做正确的事好的管理在于把对的事情做得更好。
低水平的管理表现在：1）无效率（某些政府部门的办事程序）2）无效果（某些企业的库存积压产品）3）牺牲效率的效果[例] 90年代中期，国家进行了金融体制改革，国有银行开始向商业银行转变，在这种形势下，各行纷纷打算拓展自己的业务。
某银行也制定了一个长远规划：通过不断增设营业部，在五年之内，把每年的储蓄额提高到20亿元。
规划中的另一个目标是，一旦每年的储蓄额达到20亿，那么年利润要达到2亿元。
经过几年的努力，该行在各地开设了20个营业部，而且在规定的时间内也达到了储蓄额为20亿元的目标，只有一件事出了差错：它不是赚了2亿元，而是亏了近5000万元，使自身陷入困境，连掉头的机会也微乎其微。
------答：有效果，无效率二、管理的基本特征1、管理是一种社会现象。
（只要有人类社会存在，就有管理活动）管理产生的二个条件：二人以上的集体活动共同的目标管理是社会化劳动的产物，可追溯到原始社会。
2、管理的载体是组织，管理总是存在于一定的组织之中。
什么是组织？3、操作者：管理者：有下属向其汇报工作。
上层包括中层共同任务：设计和维持一种环境，使人们努力工作以基层实现既定目标。
4．管理的核心是处理各种人际关系。
5、管理的职能法约尔：计划、组织、指挥、协调、控制孔茨：计划、组织、人员配备、领导、控制6、管理工作的普遍性管理工作具有普遍性，无论他在何处，所履行的职责有内在共同性。
英文讲义，《管理学》，1-4章，斯蒂芬
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
管理学基础第二章、管理理论的形成与发展
管理者是职业化的专家， 而不是所有管理单位的 所有者 职业生涯导向
工作分解为简单的、程序 化的和清晰定义的任务 劳动分工 权威等级 官僚行政组 织应该具有
第2章 管理理论的形成与发展
2.1 管理活动与管理思想 2.2 管理理论的形成与发展
每 日 一 则
最早的管理……
倦，于是停下来倾听其岳父叶忒罗的忠告：
——小寓言大道理
摩西在率领老百姓逃出埃及前往迦南的路上，对处理老百姓的怨言感到了厌 摩西的岳父说，你这做不好。你和这些百姓必都疲惫，因为这事太重，你独
• 法约尔总结出十四条管理原则（principles of manag
ement）,见表2-2。所以，法约尔被公认为第一位概括 和阐述一般管理理论的管理学家。
表2-2 法约尔的十四条管理原则
1）劳动分工
2）职权 3）纪律
专业化通过使雇员的工作更有效率，从而提高了工作的产出
管理者必须有命令下级的权力，职权赋予管理者的就是这种权力。但是，凡行使职 权的地方，都应该建立责任 雇员必须遵守和尊重统治组织的规则
埃尔顿· 梅奥 20世纪30年代 员工是社会人 企业中存在非正 式组织 提高效率的主要 途径是提高工人的 满足程度
麦克兰 成就需要理论
弗鲁姆 期望理论
图2.4 行为管理理论的发展演变
霍桑试验与人际关系运动 • 梅奥及其领导的霍桑试验 • 该试验分四个阶段 第一阶段：工作场所照明试验(1924—1927年)
为什么说管理思想的革命性发展是在工厂制度产生 以后？
罗宾斯《管理学》考研考点讲义
罗宾斯《管理学》考点精讲及复习思路１ 课程辅导体系说明一、学习主要分三个阶段阶段一 各章节的知识体系和要点讲解；１．考情分析２．主要理论及主要出题形式３．章节概述及学习目的（主要知识点）４．理论体系５．考点精讲６．典型例题（真题）７．章节小结阶段二 主要题型的答题技巧及典型例题讲解；１．主要分为选择题、名词解释、简答题、论述题、案例分析题、计算题２．每种题型的答题技巧，场外因素训练；３．典型例题阶段三 模拟强化；１．知识点串讲：重要知识点点评、主要知识点间的交叉连接；２．四套强化模拟试题二、复习原则：１．以研究生考试为导向，做到知识点与例题相结合；２．注重考生对知识点的理解和运用；３．注重对全书知识体系的整体性、综合性、交叉性的训练；４．既注重智力因素的提升，又重视非智力因素的训练。
第Ｉ篇 绪 论第一章 管理与组织导论【考情分析】本章为管理学罗宾斯版本的开篇之章，起到总论的作用，在考研中，本章占分的比例不多，属于一般为名选择，词解释和简答。
少部分也会涉及到材料分析等。
大概分值在５～１５分之内。
【章节概述】１．１谁是管理者（一般考点）１．２什么是管理（次要考点）１．３管理者做什么（重要考点）１．４为什么要学习管理学（一般考点）１．５什么是组织（次要考点）【学习目的】１．了解管理产生的背景、意义，巧计管理的实质。
２．熟记重点常用的管理的概念，找出相同点和不同点加以记忆。
３．了解管理的职能和管理者的角色与职能。
４．掌握管理二重性的重要意义。
５．理解管理学的研究方法，会熟练运用其中常考的方法，学会联系实际解决问题【理论体系】管理者定义：管理者是这样的人，他通过协调獉獉和监督獉獉其他人 的活动达到组织目标。
管理层次基层管理者１．管理着非管理雇员所从事的工作，及产品生产和提供服务２．如区域经经理、{部门经理或工长中层管理者１．管理着基层管理者２．如地区经理、项目主管、{厂长等高层管理者１．承担着制定广泛的组织决策、为整个级织制定计划和目标的责任。
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8th editionSteven P . RobbinsMary Coulter yPowerPoint Presentation by Charlie CookCopyright © 2005 Prentice Hall, Inc.All rights reserved.L E A R N I N G O U T L I N EL E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.o Historical Background of ManagementHistorical Background of Management•Explain why studying management history is important.•Describe some early evidences of management practice.Describe some early evidences of management practice•Discuss why division of labor and the IndustrialRevolution are important to the study of management.•List six management approaches.•Scientific Management•Define scientific management.•Describe the important contributions made by Fredrick W.Taylor and Frank and Lillian GilbrethTaylor and Frank and Lillian Gilbreth.•Explain how today’s managers use scientific management. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–2L E A R N I N G O U T L I N E(cont’d)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.o General Administrative TheoristsGeneral Administrative Theorists•Tell what the general administrative theorists brought tothe study of management.the study of management.•Describe how Fayol viewed the practice of management p y y p p p•Explain why Fayol developed his principles ofmanagement.•Discuss Fayol’s 14 management principles.•Describe Max Weber’s contribution to the generaladministrative theory of management,•Define the characteristics of a bureaucracyDefine the characteristics of a bureaucracy•Explain how today’s managers use general administrative ytheory.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–3L E A R N I N G O U T L I N E(cont’d)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.o Quantitative Approach to ManagementQuantitative Approach to Management•Define the quantitative approach and how it evolved.•Explain what the quantitative approach has contributed toExplain what the quantitative approach has contributed tothe field of management.•Discuss how today’s managers may not be comfortablewith the quantitative approach.•Toward Under Organizational Behavior•Define organizational behavior.•Describe the contributions of the early advocates of OB.•Describe the design of the Hawthorne Studies.•Explain the contributions of the Hawthorne Studies to thefield of management.field of managementCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–4L E A R N I N G O U T L I N E(cont’d)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.o Toward Understanding Organizational BehaviorToward Understanding Organizational Behavior(cont’d)•Discuss the criticisms of the Hawthorne Studies.Discuss the criticisms of the Hawthorne Studies•Discuss how today’s managers use the behavioralapproach.o The Systems Approachy•Define a system.•Contrast closed systems and open systems.g g y pp•Describe an organization using the systems approach.•Discuss how the systems approach is appropriate forunderstanding management.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–5L E A R N I N G O U T L I N E(cont’d)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.o The Contingency ApproachThe Contingency Approach•Define the contingency approach•Explain how the contingency approach differs from the p g y ppearly theories of management•Discuss the popular contingency variables.•Discuss how the contingency approach is appropriate forstudying managemento Current Issues and TrendsCurrent Issues and Trends•Explain why we need to look at the current trends andissues facing managers.•Define workforce diversity, entrepreneurship, e-business,learning organization, knowledge management, andquality management.quality managementCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–6Historical Background of Management Historical Background of Management Ancient Management•Ancient ManagementEgypt (pyramids) and China (Great Wall)Venetians(floating warship assembly lines)Venetians (floating warship assembly lines)•Adam SmithPublished “The Wealth of Nations” in 1776P bli h d“Th W lth f N ti”i1776Advocated the division of labor (job specialization) toincrease the productivity of workersincrease the productivity of workers•Industrial RevolutionSubstituted machine power for human laborSubstituted machine power for human laborCreated large organizations in need of management Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–7Major Approaches to ManagementMajor Approaches to Management Scientific Management•Scientific Management•General Administrative Theory•Quantitative ManagementQ tit ti M t•Organizational Behavior•Systems ApproachContingency Approach•Contingency ApproachCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–8Scientific ManagementScientific ManagementFredrick Winslow Taylor•Fredrick Winslow TaylorThe “father” of scientific managementPublished Principles of Scientific ManagementPublished Principles of Scientific Management(1911) The theory of scientific management:Using scientific methods to define the one best way for a–Using scientific methods to define the“one best way”for ajob to be done•Putting the right person on the job with the correct toolsand equipmentand equipment•Having a standardized method of doing the jobg•Providing an economic incentive to the workerCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–9Scientific Management(cont’d)Scientific Management (cont d)Frank and Lillian Gilbreth•Frank and Lillian GilbrethFocused on increasing worker productivity throughthe reduction of wasted motionthe reduction of wasted motionDeveloped the microchronometer to time workerp pmotions and optimize performance.•How Do Today’s Managers Use Scientific Management?Use time and motion studies to increase productivity Hire the best qualified employeesHire the best qualified employeesDesign incentive systems based on outputCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–10General Administrative Theorists General Administrative Theorists •Henri FayolHenri Fayol Believed that the practice of management was distinct from other organizational functions from other organizational functionsDeveloped fourteen principles of management that applied to all organizational situations pp g•Max WeberDeveloped a theory of authority based on an ideal Developed a theory of authority based on an ideal type of organization (bureaucracy)Emphasized rationality, predictability, impersonality, p y,p y,p y,technical competence, and authoritarianism.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–11Quantitative Approach to Management Quantitative Approach to Management Quantitative Approach•Quantitative ApproachAlso called operations research or managementscienceEvolved from mathematical and statistical methodsp y g q y developed to solve WWII military logistics and qualitycontrol problemsFocuses on improving managerial decision making by applying:Statistics, optimization models, information models, and t i l ticomputer simulationsCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–12Understanding Organizational Behavior Understanding Organizational Behavior Organizational Behavior (OB)•Organizational Behavior(OB)The study of the actions of people at work; people are the most important asset of an organizationthe most important asset of an organization•Early OB AdvocatesRobert OwenRobert OwenHugo MunsterbergMary Parker FollettMary Parker FollettChester BarnardCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–13The Hawthorne StudiesThe Hawthorne StudiesA series of productivity experiments conducted •A series of productivity experiments conductedat Western Electric from 1927 to 1932. Experimental findings•Experimental findingsProductivity unexpectedly increased under imposedadverse working conditions.adverse working conditionsThe effect of incentive plans was less than expected.•Research conclusionResearch conclusionSocial norms, group standards and attitudes morestrongly influence individual output and work behaviorstrongly influence individual output and work behavior than do monetary incentives.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–14The Systems Approach The Systems Approach•System DefinedSystem Defined A set of interrelated and interdependent partsarranged in a manner that produces a unified whole.arranged in a manner that produces a unified whole.•Basic Types of SystemsClosed systemsClosed systems Are not influenced by and do not interact with their environment (all system input and output is internal)(y p p ) Open systemsDynamically interact to their environments by taking in y y y g inputs and transforming them into outputs that are distributed into their environmentsCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–15Implications of the Systems Approach Implications of the Systems Approach Coordination of the organization s parts is •Coordination of the organization’s parts isessential for proper functioning of the entireorganization.organization•Decisions and actions taken in one area of thei i ill h ff i h f organization will have an effect in other areas ofthe organization.•Organizations are not self-contained and,therefore,must adapt to changes in their therefore, must adapt to changes in theirexternal environment.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–16The Contingency ApproachThe Contingency ApproachContingency Approach Defined•Contingency Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set ofmanagement principles (rules) by which to manageorganizations.i tiOrganizations are individually different, face differentsituations (contingency variables), and requiredifferent ways of managing.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–17Current Trends and IssuesCurrent Trends and Issues•Globalization•Ethics•Workforce DiversityW kf Di it•Entrepreneurship•E-businessKnowledge Management•Knowledge Management•Learning OrganizationsQ lit M t•Quality ManagementCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–18Current Trends and Issues (cont d) Current Trends and Issues(cont’d)•GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in aPolitical and cultural challenges of operating in aglobal market•EthicsIncreased emphasis on ethics education in collegecurriculumsIncreased creation and use of codes of ethics bybusinessesCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–19Current Trends and Issues (cont’d)Current Trends and Issues (cont d)•Workforce DiversityWorkforce Diversity Increasing heterogeneity in the workforce More gender minority ethnic and other forms of More gender, minority, ethnic, and other forms of diversity in employeesAging workforce g gOlder employees who work longer and not retireThe cost of public and private benefits for older workers p p will increaseIncreased demand for products and services related to agingCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–20Current Trends and Issues (cont d) Current Trends and Issues(cont’d) Entrepreneurship Defined•Entrepreneurship DefinedThe process whereby an individual or group ofindividuals use organized efforts to create value andindividuals use organized efforts to create value andgrow by fulfilling wants and needs through innovationand uniqueness.•Entrepreneurship processPursuit of opportunitiesPursuit of opportunitiesInnovation in products, services, or business methods Desire for continual growth of the organizationDesire for continual growth of the organizationCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–21Current Trends and Issues (cont d) Current Trends and Issues(cont’d)E Business (Electronic Business)•E-Business(Electronic Business)The work preformed by an organization usingelectronic linkages to its key constituencieselectronic linkages to its key constituenciesE-commerce: the sales and marketing component ofan e businessan e-business•Categories of E-BusinessesE-business enhanced organizationE business enabled organizationE-business enabled organizationTotal e-business organizationCopyright © 2005 Prentice Hall, Inc. All rights reserved. 2–22Current Trends and Issues(cont’d) Current Trends and Issues (cont d) Knowledge Management•Knowledge ManagementThe cultivation of a learning culture whereorganizational members systematically gather andorganizational members systematically gather andshare knowledge with others in order to achievebetter performance.•Learning OrganizationAn organization that has developed the capacity tog p p ycontinuously learn, adapt, and change.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–23Current Trends and Issues(cont’d) Current Trends and Issues (cont d) Quality Management•Quality ManagementA philosophy of management driven by continualimprovement in the quality of work processes andimprovement in the quality of work processes andresponding to customer needs and expectations p y q y g() Inspired by the total quality management (TQM) ideas of Deming and JuranQuality is not directly related to cost.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–24。