Management管理学-2014
Management (管理学) Chapter6
Source of New-Business Ideas
In-depth Understanding of Industry/Profession Market Niche Spotted
5% Downsized/Laid Off
Other
Source: “The Rewards,” Inc. State of Small Business, 2001, May 29 2001, 50-51; and Leslie Brokaw, “How To Start an Inc. 500 Company,” Inc. 500, 1994, 51-65.
5
Why Small Business Today?
Economic changes Globalization Increased competition
Advancing technology New market niches
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Reasons for Starting a Business
41% 36% 27% 25% Joined Family 37% Business To Control My Future 36% To Be My Own Boss To Fulfill a Dream 7% Brainstorming 4 Copying Someone Else 4 Hobby
SOURCE: Study conducted by Yankelovish Partners, reported in Mark Henricks, “The-Cast,” Entrepreneur (March 2000), 14-16.
management管理学
三、沟通的类别
❖ 功能：工具式沟通和感情式沟通 ❖ 行为主体：个体间沟通与群体间沟通。 ❖ 中介或手段：口头沟通、书面沟通、非语言沟通、体态语
言沟通、语调沟通和电子媒介沟通等。 ❖ 组织系统：正式沟通和非正式沟通。 ❖ 方向：下行沟通、上行沟通和平行沟通。 ❖ 反馈：单项沟通和双向沟通。
三、沟通的类别
沟通方式
举例
优点
缺点
口头
交谈、讲座、讨论 会、电话
快速传递、快速 反馈、信息量很 大
传递中经过层次愈 多，信息失真愈严 重，核实愈困难
书面
报告、备忘录、信 件、文件、内部期 刊、布告
持久、有形、可 以核实
效率低、缺乏反馈
非言语
声、光信号、体态、 语调
信息意义十分明 确，内容丰富、 灵活
内容小结
❖ 组织内冲突的原因
▪ 沟通差异、结构差异、个体差异
❖ 冲突的管理
▪ 谨慎地选择想处理的冲突。 ▪ 仔细研究冲突双方的代表人物。 ▪ 深入了解冲突的根源。 ▪ 妥善的选择处理办法。
❖ 有效谈判的实现
▪ 理性分析谈判的事件。 ▪ 理解你的谈判对手。 ▪ 抱着诚意开始谈判。 ▪ 坚定与灵活相结合。
❖ 沟通的类别
▪ 沟通方法：口头、书面、非言语、电子媒介； ▪ 沟通方向：下行、上行、平行； ▪ 沟通反馈：单向、双向、
第十三章 沟通 第二节 组织沟通
管理学 Management
第二节 组织沟通
第二节 主要内容
1 个体间沟通 2 团队沟通 3 组织间沟通
一、个体间沟通
❖ 个体间沟通
▪ 是指组织中的个体成员间相互传递相关信息， 以促成行为与目标相互协调并与组织目标相一致的过程。
management管理学
管理与组织导论1.1管理者为什么很重要管理者对组织很重要主要有3个原因①在这个复杂、混乱和不确定的时代，组织需要他们的管理技能和能力②管理者对工作的顺利完成至关重要③管理者有助于提高员工的生产率和忠诚度，管理员工的方式能影响组织的财务业绩。
而且各种证据已表明，管理能力对创造组织的价值观很重要1.2谁是管理者以及他们在哪里工作管理者协调和监管他人的工作，以实现组织目标。
非管理员工直接从事某项工作或任务，而且没有向他人汇报工作。
在传统结构的组织中，管理者可以被划分为基层、中层和高层管理者。
在其他一些结构更为松散的组织中，管理者也许并不容易被识别出来，但肯定有人扮演这个角色。
管理者在组织中工作；组织是对员工的一种精心安排，以实现某个具体目标。
组织有三项特征：①一个明确的目标②由人员组成③一种精细的结构。
今天的很多组织，其结构更加开放、灵活，能够对变化作出快速应对。
1.3描述管理者的职能、角色和技能管理的定义：管理者从事的工作（广义）。
管理涉及协调和监督其他人以有效率、有效果的方式完成他们的工作或任务。
效率意味着以正确的方式做事；效果意味着做正确的事。
管理的四种职能：①计划（定义目标、确定战略、制定计划）②组织（对工作作出安排）③领导（与其他人共事并且通过他们完成目标）④控制（对工作绩效进行监控、比较或纠正）明茨伯格的管理角色包括：①人际关系角色（挂名首脑、领导者和联络者）②信息传递角色（监听者、传播者和发言人）③决策制定角色（企业家、混乱驾驭者、资源分配者和谈判者）。
根据明茨伯格对管理者做什么的描述，管理就是影响行为，而管理者以三种方式影响行为：①通过对行为进行直接管理②通过对采取行动的人员进行管理③通过对推动人们采取行动的信息进行管理卡茨认为，管理技能包括：①技术技能（与具体工作相关的知识或技术）②人际技能（与他人和谐共事的能力）③概念技能（思考和表达创意的能力。
对于基层，技术技能最重要；对于高层概念技术最重要；对于所有管理者，人际技能同等重要。
管理学MANAGEMENT
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2.赫茨伯格的双因素理论
①美国匹茨堡心理学研究所的赫茨伯格于50年 代后期提出的。
②影响人们行为的因素主要有两类：保健因素和 激励因素。
③保健因素：保健因素是指那些与人们不满意情 绪有关的因素；保健因素往往是一些工作的外在 因素，大多同他们的工作条件和环境有关，如企 业政策、工资水平等等。
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④激励因素：激励因素是指那些与人们的 满意情绪有关的因素；激励因素通常是工 作内在的，由工作本身所决定的，如工作 表现机会和工作带来的愉快、工作上的成 就感、由工作业绩而得到的奖励、对未来 发展的期望、职务上的责任感等等。
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传统的观点
满意
赫兹伯格的观点
属。
d.尊重的需要：自尊和被尊；自尊是指在自己取得 成功时有一股自豪感；被尊是指当自己做出贡献时 能得到他人的承认。
e.自我实现的需要：这种需要就是希望在工作上有 所成就，在事业上有所建树，实现自己的理想或抱 负。主要来自于两个方面：胜任感方面和成就感方 面。
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②这五种需要不是并列的而是从低到高排 列的。
对事不对人 适当用语 适当场合 适当时间
– 注意批评效果
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四、加强教育培训，提高职工素质，增强进 取精神
1. 思想政治工作 2. 自我激励机制 3. 激励的目的是达到不激励
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第十三章 沟通
第一节 沟通的原理 第二节 组织沟通 第三节 沟通管理 第四节 组织冲突与谈判
体理论
在 a 条件下，x 领导方式是合适的，
management管理学
Stephen P. Robbins Mary Coulter
Chapter
1
Management and Organizations
1–1
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Question
Learning Outcomes
1.1 Managers? & Organization?
• How managers differ from non-managerial employees.
• How to classify managers in organizations.
• The characteristics of an organization. • How today’s organizations are structured.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–7
Who Are Managers?
• Manager
《管理学(全英)》-课程 教学大纲
《管理学》（全英）课程教学大纲一、课程基本信息课程代码：16004703课程名称：管理学（全英）英文名称：Management课程类别：专业必修课学时：48学分：3适用对象: 金融实验班本科生考核方式：考试先修课程：微观经济学，金融学二、课程简介中文简介：管理学是经济、金融类专业的专业基础课程和核心课程，是一门系统的研究管理过程的普遍规律、基本原理和一般方法的科学。
本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。
三、课程性质与教学目的本课程的任务是使学生能够系统的掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。
本课程介绍了管理学的四大职能，包括计划、组织、领导和控制。
在计划篇中，组织学生进行案例分析讨论，了解我国一些知名的成功企业是如何运筹帷幄的制定各项竞争战略，在国际上获得市场领先地位，树立学生的民族自豪感。
同事通过各种决策方法以及战略管理的讲解，不仅帮助学生理解如何在实践中更好的管理企业，也帮助学生学习如何给自己的学生生涯做计划，如何为未来的职业生涯做准备。
让学生学会从身边的小事开始养成做计划的好习惯，不浪费在校的宝贵时光。
在领导篇，通过介绍和讲解管理者如何激励员工，帮助学生学习与人交往的方法，提升交际能力，完善世界观和价值观。
在控制篇，通过案例的讨论，让学生掌握对比现实和计划的偏差来修正路线的方法，更好的掌控自己的人生。
通过本课程的学习，不仅学习到管理企业的能力，也学习到管理自己人生的方法。
This course’s target is to enable students to master the management’s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.This course introduces four management functions including planning, organizing, leading and controlling. In terms of planning, we ask students to do case study based on how do successful company make their strategics plan and gain the leading position in the world. This will enhance student’s sense of national pride. Meanwhile, by learning of decision making methods and strategic management, students will not only understand how to manage a company in practical life, but alsolearn how to make a plan for themselves in college and how to prepare themselves for their future career. We help students to start making plans from their daily life and not waster the treasure time in school. In terms of leading, by learning how to motivate employees, students learn how to communicate with other people. We help students to enhance their social skills and improve their world view and value view. In terms of controlling, by doing case study, students learn how to compare the reality to the plan and make adjustments in time to control their own life. By learning this course, students not only learning how to manage a company , but also learn how to manage their life.四、教学内容及要求Chapter 1Management and OrganizationsOverall Objective: the goal here is to know1. Understand why managers are important to organizations2. Understand who managers are and where they work3. Understand the functions, roles, and skills of managersContents:1. Why are Managers Important?2. Who Are Managers2.1 Classifying Managers2.2 Where Do Managers Work?3. What Do Managers Do?3.1 Effectiveness and Efficiency3.2 Management Functions3.3 Management Roles3.4 Skills Managers NeedPractice and Thinking:Do the homework on the textbook and review the “terms to know”.The homework for this chapter is to find your most appreciate Chinese manager and explain why you choose him or her. This homework conduct students to focus on Chinese companies and discover excellent Chinese managers. By learning the characteristic of these creative and brave managers, students want to be successful in the future more.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 2 History of managementOverall Objective: the goal here is to know1. Understand some early management examples2. Understand the various theories in the classical approach3. Understand the development and uses of the behavioral approach4. Understand the quantitative approach5. Understand the various theories in the contemporary approachContents:1. Classical approach1.1 Scientific management1.2 General administrative theory2. Behavioral approach3. Quantitative approach4. Contemporary approach4.1 System theory4.2 Contingency approach5. Case studyPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 3 Understand management context:constrains and challengesOverall Objective: the goal here is to know1. Understand the actions of managers according to the omnipotent and symbolic views2. Understand the constraints and challenges facing managers in today’s external environment3. Understand the characteristics and importance of organizational culture4. Understand current issues in organizational cultureContents:1. The Manager: Omnipotent or Symbolic?2. The External Environment: Constraints and Challenges2.1 The economic environment2.2 How the external environment affects managers2.3 Assessing environmental uncertainty3. What Is Organizational Culture?3.1 Benefits of a Strong Culture3.2 Where Does Culture Come From?3.3 How Do Employees Learn Culture?3.4 How Does Culture Affect Managers?Practice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss organizational culture and we use cases lika Alibaba, Huawei and Haier to show what kinds of obstacles a company might run into and how does the organizational curlture help the companies pass those difficult times. Though these case studies, students learn how to face and deal with dilemmas in their life with a positive and objective attitude.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 7Managers as decision makersOverall Objective: the goal here is to know1. Understand the eight steps in the decision-making process2. Understand the four ways managers make decisions3. Understand decisions and decision-making conditions4. Understand different decision-making styles and discuss how biases affect decision making5. Understand effective decision-making techniquesContents:1. The Decision Making Process1.1 Identifying a Problem1.2 Identifying Decision Criteria1.3 Allocating Weights to the Criteria1.4 Developing Alternatives1.5 Analyzing Alternatives1.6 Selecting an Alternative1.7 Implementing the Alternative1.8 Evaluating Decision Effectiveness1.9 Scene simulation---- Survive in desert2. Different types of decision making2.1 Rational Decision-Making2.2 Bounded Rational Decision-Making2.3 Intuitive Decision-Making3. Types of decisions3.1 Programmed Decision3.2 Non-programmed Decision4. Decision-Making Situations4.1 Certainty4.2 Risk4.3 Decisions Under Uncertainty5 Decision-Making Styles6 Decision-Making Biases and ErrorsPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 8 Foundations of PlanningOverall Objective: the goal here is to know1. Understand the nature and purpose of planning2. Understand the types of goals organizations might have and the plans they use3. Understand approaches to goal-setting and planning4. Understand contemporary issues in planningContents:1. What Is Planning?1.1 Why Do Managers Plan?1.2 Planning and Performance1.3 Elements of Planning2. Types of Goals3. Types of Plans3.1 Breath3.2 Time Frame3.3 Specificity3.4 Frequency of Use4. Goal-setting4.1 Traditional Goal Setting4.2 Management By Objectives4.3 Steps in Goal Setting5. Contingency Factors in Planning5.1 Manager’s level in the organization5.2 Degree of environmental uncertainty5.3 Length of future commitments6. Approaches to Planning7. Case StudyPractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 9 Strategic ManagementOverall Objective: the goal here is to know1. Understand strategic management and explain why it’s important2. Understand what managers do during the six steps of the strategic management process3. Understand the three types of corporate strategies4. Understand competitive advantage and the competitive strategies organizations use to get it5. Understand current strategic management issuesContents:1. What Is Strategic Management?2. Strategic Management Process2.1 Identifying the organization’s current mission, goals, and strategies2.2 Doing an external analysis2.3 Doing an internal analysis2.4 Formulating strategies2.5 Implementing strategies2.6 Evaluating results3. Corporate Strategies3.1 Growth strategy3.2 Stability strategy3.3 Renewal strategy3.4 BCG Matrix4. Competitive strategies4.1 Competitive advantage4.2 Five Forces ModelPractice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss case of Huawei. In 2019’s China-United States trade war, face the trade ban of chips, Huawei’s Haisi start to show itself and their domestically developed chips become useful. This shows that Huawei has taken precautions many yeas ago and has made a strategic plan to cope with the chip shortage in the future. By learning and discussing this case, we enhance students’ senses of national pride and ambitions to make contribution to the country.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 10 Basic Organizational DesignOverall Objective: the goal here is to know1. Understand six key elements in organizational design2. Understand mechanistic and organic structures3. Understand the contingency factors that favor either the mechanistic model or the organic model of organizational design4. Understand traditional organizational designsContents:1. Designing Organizational Structure2. Organizational Design2.1 Work specialization2.2 Case study2.3 Departmentalization2.4 Chain of command2.5 Case study2.6 Span of control2.7 Case study2.8 Centralization and decentralization2.9 Case study2.10 Formalization3. Mechanistic Vs Organic Organization3.1 Mechanistic Organization3.2 Organic Organization4. Contingency Factors5. Some Organizational Designs5.1 Divisional structure5.2 Matrix Structure5.3 Project StructurePractice and Thinking:Do the homework on the textbook and review the “terms to know”.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 16 Motivating EmployeesOverall Objective: the goal here is to know1. Understand motivation2. Understand early theories of motivation3. Understand contemporary theories of motivation4. Understand current issues in motivationContents:1. What is Motivation？1.1 Definition1.2 Case Study1.3 Motivation Process2. Early Theories of Motivation2.1 Maslow’s Hierarchy of Needs2.2 McGregor’s Theories X and Y2.3 Herzberg’s Two-Factor Theory2.4 McClelland’s Three Needs Theory3. Contemporary Theories of Motivation3.1 Reinforcement Theory3.2 Equity Theory3.3 Expectancy TheoryPractice and Thinking:Do the homework on the textbook and review the “terms to know”.This chapter we discuss Haidilao. Haidilao pays a lot of attentions on employee motivation. Besides regular material motivation, Haidilao gives great responsibilities to employees, so that the employees can act their potential creativeness and leading ability. And that’s one of the reason why Haidilao’s employee work with great passion and provide nice service to the customers. By discussing this case, students can understand that further cooperation and success is based on mutual respect of each other.Teaching Methods:Classroom lecture, multimedia teaching and case studyChapter 18 Introduction to ControllingOverall Objective: the goal here is to know1. Understand the nature and importance of control2. Understand the three steps in the control process3. Understand how organizational performance is measured4. Understand tools used to measure organizational performance5. Understand contemporary issues in controlContents:1. What Is Control？1.1 Why Is Control Important？2. What Do Managers Control？2.1 Performance control2.2 Financial control2.3 Operating control2.4 Information control2.5 Performance control3. Types of Control3.1 Feed forward control3.2 Concurrent control3.3 Feedback control3.4 Case Study 13.5 Case Study 24. The Control Process4.1. Case studyPractice and Thinking:Do the homework on the textbook and review the “terms to know”. Teaching Methods:Classroom lecture, multimedia teaching and case study五、各教学环节学时分配六、课程考核Grading Policy: Your grade for the course will be calculated as follows: Regular Homework and Class Participation 40%Final Exam 60%七、推荐教材和教学参考资源《Management》12th edition By Steven P. Robinson & Mary Coulter。
Management (管理学) Chapter7回顾.ppt
• Guides to Action
• Provide a sense of direction; focus attention on specific targets
Levels of Goals/Plans & Their Importance
Mission Statement
External Message Legitimacy for
investors, customers, suppliers, community
Strategic Goals/Plans Senior Management (Organization as a whole)
Strategic Goals and Plans
Strategic Goals
Where the organization wants to be in the future Pertain to the organization as a whole
Strategic Plans
Action Steps used to attain strategic goals Blueprint that defines the organizational
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 14
– the most fundamental management function – the most controversial management function.
行政管理专业《管理学》课程教学大纲
《管理学》课程大纲一、课程基本信息课程名称：管理学（英文名称：Management）课程编号：04008004学分数：3 （其中讲授学分：3实践学分：0）学时：48（其中讲授学时：48实践学时:0）适用专业：经济与管理类各专业先修课程：无课程类别：学科平台课二、课程说明开设于第一学期的《管理学》是经济管理类各专业的学科平台课程，《管理学原理》是一门系统地研究管理活动的普遍规律和一般方法的科学，为各专业后续的相关课程奠定基础。
本课程主要介绍企业或一般社会、经济组织管理的基本概念、基本原理和基本方法；只有在掌握了本课程相关原理的基础上,学生才能准确地理解和把握市场营销、企业生产管理、人力资源管理以及财务管理、企业信息管理等课程。
在经济管理类各专业（方向）本科生四年的学习中，起着引导学生初步养成管理思维模式和培养学生管理能力的作用。
因此，《管理学原理》作为经济与管理两大学科所必修的专业平台课程，在课程体系中具有重要的基础性地位。
三、课程性质与课程目标（-）课程性质《管理学》作为经济管理类各专业的基础平台课程，是一门实践性和理论性、科学性和艺术性兼而有之的应用性学科。
本课程主要介绍一般社会、各类组织有关管理方面的基本概念、基本原理和基本方法；通过《管理学》课程的教学，使学生在掌握管理的理论框架基础上，能够认识管理活动的各项职能和管理活动的一般规律，并能运用所学的管理思想和管理方法分析并解决实际问题。
该课程旨在让学生树立现代管理的思想观念，掌握和运用管理学的基本原理和方法，提高自身的管理素质，培养和提高学生的理论素质和实践技能，为学生为学习其他专业课程和将来就业打下坚实的理论基础和技能基础。
（二）课程目标通过课程学习，使学生对管理学能有一个全面的认知与了解,深入理解管理的主要职能，掌握管理学的基本理论、基本方法，并能初步应用于分析、解决具体管理问题，为进一步学习其他专业课程打下良好的基础；并能有意识地在自己的生活与学习中增进与外界的交往与沟通，培养自己的综合素养。
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5.765 3.388 3.762 3.451 3.636 3.399 3.078 3.756 2.758 3.187 2.521 2.957 3.938 3.469 2.290 1.721 2.500 2.615 1.838 3.071 2.081 2.882 3.177 1.553 3.105 2.738 2.9TRATEGI TOURISM MANAGE BUS STRATEG TECHNOV ATION MANAGE SCI MANAGE ORGAN INFORM SYST RES INT J PROJ MANAG HUM RELAT J PURCH SUPPLY CORP SOC RESP ENV ORGAN BEHAV HUM RESOUR MANAGE ACCOUNT GROUP DECIS ASIA PAC J MANAG EUR J WORK MANAGE COMMUN J MANAGE INFORM J ENG TECHNOL J SERV MANAGE STRATEG ENTREP J NEW TECH INFORM MANAGEHUM RESOUR J BUS LOGIST IND MARKET ORGANIZ ATION
26 LONG JOURNAL 27 RANGE TOURISM 28 OF Business 29 MANAGE TECHNOV 30 Strategy MANAGE 31 ATION Manageme 32 MENT and INFORMA 33 nt INTERNA 33 TION HUMAN 35 TIONAL Journal of 36 RELATIO Purchasing 37 Corporate ORGANIZ 38 Social HUMAN 39 ATIONAL Manageme 40 RESOURC GROUP 41 nt Asia 42 DECISION European 43 Pacific of Manageme 44 Journal JOURNAL 45 nt JOURNAL 46 OF Journal of 47 OF Strategic 47 Service NEW 49 Entreprene INFORMA 50 TECHNOL & Human 51 TION Journal of 52 Resource INDUSTRI 53 Business ORGANIZ 54 AL ATION
2.718 2.692 2.554 2.542 2.526 2.482 2.442 2.436 2.436 2.398 2.333 2.321 2.201 2.179 2.125 2.120 2.091 2.090 2.085 2.062 2.060 2.000 2.000 1.909 1.865 1.860 1.833 1.820 1.809
55 INTERNA INTERNA 56 TIONAL SMALL 57 TIONAL Electronic 58 BUSINESS Cornell 59 Commerce OPERATI 60 Hospitality INTERNA 61 ONS CORPORA 62 TIONAL Information 63 TE JOURNAL 64 and JOURNAL 65 OF OF of 66 Journal Academy 67 Internation Journal of 67 of BRITISH 69 Knowledge HARVAR 70 JOURNAL Research in 71 D MIT 72 Organizatio Journal of 73 SLOAN M&SOM74 Nursing JOURNAL 75 Manufactur MANAGE 76 OF Internation 77 MENT Journal GROUP & 78 al Strategic 78 ORGANIZ Human 80 Organizatio JOURNAL 81 Resource DECISION 82 OF INTERNA 83 SCIENCES TIONAL
2.874 2.375 2.401 2.020 1.952 2.824 2.612 2.184 1.985 2.926 3.461 2.566 3.082 1.899 2.704 2.087 3.400 2.320 2.182 2.389 1.651 1.665 1.963 2.869 2.268 Not Available 2.409 2.506 1.944
TOTAL 84 TOTAL Journal of QUAL J FAM BUS 85 QUALITY HUMAN STRATEG HUM 86 Family RESOUR Career CAREER 87 RESOURC INT INDUSTRI DEV IND CORP 88 Developme AND CHANGE CALIFOR CALIF 89 AL European MANAGE EUR 90 NIA J Internation MANAG INT J 91 Manageme Journal ACCOUNT Sport SPORT 92 al MANAGE MANAG MANAGE 93 Manageme Journal of LEARN J MANAGE 94 MENT Managerial PSYCHOL INT J 95 Internation Journal STRATEG JOURNAL J 96 al TECHNOL MIS MIS Q 97 OF EXEC Project PROJ 98 Quarterly J Journal of MANAG J 99 Manageme MANAGE LEADERS MANAGE 100 Leadership INT REV IEEE IEEE T 101 MENT ENG Asia ASIA PAC 102 TRANSAC HUM Managing J MANAG 103 Pacific SERV Public PUBLIC 104 Service SYSTEM MANAG SYST 105 Manageme DYNAM E&M E M EKON 106 DYNAMIC RESEARCa MANAG RES 107 Ekonomie Creativity TECHNOL CREAT 108 HAUSTRAL INNOV AUST J 109 and Journal of MANAGE J DESTIN 109 IAN Science and MARK SCI PUBL 111 Destination Scandinavi POLICY SCAND J 112 Public an Journal MANAG
1.802 1.800 1.795 1.773 1.746 1.743 1.736 1.734 1.727 1.696 1.667 1.648 1.586 1.586 1.584 1.574 1.562 1.529 1.500 1.462 1.446 1.429 1.407 1.400 1.400 1.366 1.353 1.347 1.333