管理学罗宾斯第11版05
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
罗宾斯管理学课后习题(英文版)--Chapter 5 Quiz
Chapter 5 QuizThis activity contains 40 questions.1.Implementation is merely conveying the decision to those affected. TrueFalse2. __________ is/are necessary to initiate the decision process to eliminate discrepancies; otherwise, the problem can be put off.A. PressureB. CriteriaC. StandardD. WeightE. Alternatives3. A manager chooses among three alternatives for advertising (billboards, radio, and newspapers) based on research indicating success in sales for the three alternatives. This is a decision under:A. conditions of certaintyB. goal orientationC. conditions of uncertaintyD. constant preferencesE. conditions of risk4. A manager has no idea what alternatives are available for new computer support systems and does not know how she can determine this information. This is a decision under:A. constant preferencesB. conditions of uncertaintyC. conditions of certaintyD. conditions of riskE. clear preferences5. A manager who determines that cost, speed, and enlarging capability are relevant to his decision to purchase a new photocopy machine is an example of the _______________ phase of the decision-making process.A. identifying the problemB. identifying decision criteriaC. formulating a problemD. allocating weights to the criteriaE. developing alternatives6. A manager with a degree of tolerance for ambiguity, but who want lots of information and considers many alternatives before deciding, is exhibiting a/an ____ style of decision making.A. analyticB. behaviouralC. problem seekingD. conceptualE. Directive7.A problem is a discrepancy between an existing and desired state of affairs.TrueFalse8. Many organizational situations involve ___________, that are new and unusual.A. satisficing decisionsB. groupthinkC. non-structured problemsD. non-routine decisionsE. non-programmed decisions9. Behavioural style decision makers:A. have a low tolerance for ambiguity, are very rational and efficient in their decision stylesB. want information, tolerate ambiguity, and are careful decision makersC. work well with others, are concerned about the achievement of others, and often use meetings to make decisions while trying to avoid conflictD. take a broad outlook, examine many different alternatives, and focus on the long runE. have a high tolerance for ambiguity and an intuitive way of thinking10. Bill and Bob are brainstorming possible solutions to a staffing problem. They are writing their ideas down without assessing their practicality or ability. Bill and Bob are at what stage in the decision-making process?A. developing alternativesB. setting decision criteriaC. choosing an alternative solutionD. allocating weights to the criteriaE. analyzing alternatives11. Bounded rationality is:A. behaviour that is rational but limited by an individual's ability to process informationB. the withholding by group members of different views in order to appear in agreementC. conveying a decision to those affected and getting their commitment to itD. an explicit statement that tells managers what they ought or ought not to doE. an unconscious process of making decisions12. Decision making is a simple act of choosing among alternatives.TrueFalse13.Decision making is important for only two management functions: planning and leading.TrueFalse14. Decision making is synonymous with managing.TrueFalse15. Decision making is:A. a set of seven stepsB. a comprehensive processC. highly overstated in importance.D. simply choosing among alternativesE. only discussed with reference to individuals16. Decisions that are routine are called:A. standard decisionsB. non-programmed decisionsC. well-structured problemsD. programmed decisionsE. ill-structured problems17. Each alternative in the decision-making process is evaluated by appraising it against the criteria.TrueFalse18.Evaluating the decision may cause managers to return to an earlier step in the decision process.TrueFalse19.Programmed decisions mean that the manager doesn't have to go through an involved decision process.TrueFalse20. Managers must determine what is relevant when making a decision. TrueFalse21. Mary can repair a saw at Quality Production Inc. in two hours while it takes Mike five hours to make repairs. Assuming that both workers are present, the manager will always choose Mary to make repairs to the saws. This is a decision under:A. problem clarityB. conditions of riskC. conditions of certaintyD. conditions of uncertaintyE. no cost constraints22. Most decisions that managers face meet all the tests of rationality. TrueFalse23. Not every decision maker possesses criteria that guide his or her decision.TrueFalse24. One manager's "problem" may be another manager's satisfactory state of affairs.TrueFalse25. One survey in your text revealed that almost __________ of managers emphasized "gut feeling" over cognitive problem solving and decision making.A. one-tenthB. two-thirdsC. halfD. one quarterE. one-third26. People with a low tolerance for ambiguity, but who are logical and efficient have a/an _________ decision-making style:A. analyticB. creativeC. behaviouralD. conceptualE. directive27. Policies, procedures, and rules are developed to help managers deal with:A. bounded rationalityB. non-programmed decisionsC. structured problemsD. satisficingE. groupthink28. Problem identification is a relatively simple and insignificant step in the decision making process.TrueFalse29. Some discrepancies may not be considered problems because there is no pressure to take action to correct the situation.TrueFalse30. The control mechanism in the decision-making process is:A. in the selection of alternativesB. when you evaluate the decision's effectivenessC. at the time of setting criteria weightsD. when you identify the problemE. in the implementation stage of decision making31. The decision-making process is designed for individual decision making rather than group decision making.TrueFalse32. Escalation of commitment describes increasing commitment to a decision in view of evidence it might be _________.A. wrongB. intuitiveC. wiseD. hastyE. correct33. The manager of a retail clothing store just found out that some "name brand" merchandise was brought into the Canada illegally. This is an example of:A. an unstructured problemB. A programmed decisionC. a procedureD. a structured problemE. satisficing34. The question: How many employees should I have report directly to me? is related to the __________ management function.A. motivatingB. organizingC. planningD. leadingE. controlling35. Accepting decisions that are "good enough" isA. analyzingB. acceptingC. evaluatingD. intuitiveE. satisficing36. Allocating weights to criteria is part of the ________ process.A. pay off matrixB. decision makingC. evaluationD. alternative analysisE. regret matrix37. The following are examples of _____________in decision making: overconfidence, selective perception, hindsightA. intuitionB. representationC. heuristicsD. rules of thumbE. biases and error38. When facing a situation of uncertainty, the decision-maker has:A. some certainty, with limited probability estimatesB. little certainty but some probability estimatesC. good certainty, but no probability estimatesD. neither certainty, nor probability estimatesE. A fair amount of certainty, but no probability estimates39. Effective decision makers _____________A. rely on rules of thumbB. are analyticalC. are quick thinkingD. are well likedE. practice the five whys40. Which of the following statements is one of the assumptions of rationality:A. Preferences are constant and inconsistent.B. A single set of well-defined goals is to be achieved.C. Time and cost constraints exist.D. Options are clear.E. The problem is clear and unambiguous.。
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。
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。
（完整版）罗宾斯《管理学》内容概要,中英文对照
（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。
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。
斯蒂芬·P·罗宾斯《管理学》笔记5
斯蒂芬·P·罗宾斯《管理学》笔记第五章：社会责任与管理道德一、什么是社会责任（social responsibility）1、有关社会责任的两种相反的观点①古典观点（classical view）:纯粹的或古典的经济学观点，认为管理当局的唯一责任就是利润最大化，即使是承担社会责任，也以股东实现组织利润最大化为中心；②社会经济学观点（socioeconomic view）：主张管理当局的责任远不止于创造利润，还有保护和增进社会福利。
3、从义务到响应①社会责任：企业追求有利于社会的长远目标的一种义务，超越了法律和经济所要求的义务，加入了一种道德要求，使人们从事更美好的事情。
②社会义务（social obligation）：指一个企业承担其经济和法律的责任的义务，是法律所要求的最低限度（企业在不违法的前提下追求利润最大化，是古典观点的表现）。
③社会响应（social responsiveness）：指企业适应社会状况变化的能力，强调管理者针对其从事的社会行动作出实际的决策，以满足某种普遍的社会需要，是由社会准则（social norms）所引起的。
二、社会责任和经济绩效没有足够的证据表明，一个公司的社会责任行动，明显降低了其长期经济绩效。
三、以价值观为基础的管理（values-based management）1、以价值观为基础的管理：是管理者建立、推行和实践组织共享价值观的一种管理方式。
反映了组织赞同什么、信奉什么，它构成了组织文化并影响组织的运营方式和员工行为方式。
2、共享价值观的作用：①指导管理者的决策和行动（如：我们推崇安全、有效、由天然原料制成的产品）②塑造员工行为（如环境保护意识与行为）③影响营销效果（如雅芳调查了解到女性最关心的健康问题是乳腺癌，导致了公司对这一教育计划的支持，改善了客户关系，促进了销售）④建立团队精神（员工在接受了公司的价值观后，会更热情地按照团队方式协作，从而支持他们坚信的价值观）3、建立共享价值观：《财富》对1000家公司的调查表明95%的被调查者坚信他们必须采用更具社会责任感的企业行为以维持他们的竞争优势。
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? “To do the right thing”
Exhibit 5-1: Arguments For and Against Social Responsibility
? Expending the firm ' s resources on doing “social good ” unjustifiably increases costs that lower profits to the owners and ranizations Go Green
? Legal (or Light Green) Approach - firms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge.
Managing Social Responsibility and Ethics
BUS 206 Erlan Bakiev, Ph. D.
Zirve University Spring 2012
Managing Social Responsibility and Ethics
Learning Outcomes
The Socioeconomic View
? Management' s social responsibility goes beyond making profits to include protecting and improving society' s welfare.
? Corporations are not independent entities responsible only to stockholders.
? Discuss what it means to be socially responsible and what factors influence that decision
? Explain green management and how organizations can go green
Green Management and Sustainability
? Social Screening - applying social criteria (screens) to investment decisions.
? Green Management - managers consider the impact of their organization on the natural environment.
From Obligation to Responsiveness to Responsibility
? Social Obligation - the obligation of a business to meet its economic and legal responsibilities and nothing more.
? Social Responsiveness - when a firm engages in social actions in response to some popular social need.
? Social Responsibility - a business' s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
? Market Approach - firms respond to the preferences of their customers for environmentally friendly products.
? Stakeholder Approach - firms work to meet the environmental demands of multiple stakeholders —employees, suppliers, and the community.
The Classical View
? Management ' s only social responsibility is to maximize profits (create a financial return) by operating the business in the best interests of the stockholders (owners of the corporation).
? Activist Approach - firms look for ways to respect and preserve the environment and be actively socially responsible.
Exhibit 5-2: Green Approaches
Managers and Ethical Behavior
? Discuss the factors that lead to ethical and unethical behavior
? Describe management' s role in encouraging ethical behavior
? Discuss current social responsibility and ethics issues