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1、CHAPTER 1 Manager（管理者） Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals First-line Managers（基层管理者） Are at the lowest level of management and manage the work of non-managerial employees. Middle Managers（中
2、层管理者） Manage the work of first-line managers. Top Managers（高层管理者） Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?（什么是管理） Coordinating working activities （协调） Managerial Concerns Efficiency（效率）v “Doing thi
3、ngs right” Getting the most output for the least inputs Effectiveness（效果）v “Doing the right things” Attaining organizational goals Functional Approach（管理职能） Planning（计划）v Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing（组织）
4、v Arranging work to accomplish organizational goals. Leading（领导）v Working with and through people to accomplish goals. Controlling（控制）v Monitoring, comparing, and correcting the work. Management Roles Approach （管理角色） Interpersonal roles（人际）v Figurehead, leader, liaison Informational roles （信息）v Moni
5、tor, disseminator, spokesperson Decisional roles （决策）v Entrepreneur, Disturbance handler, resource allocator, negotiator Skills Approach（管理技能） Technical skills（技术技能）v Knowledge and proficiency in a specific field Human skills（人际技能）v The ability to work well with other people Conceptual skills（概念技能）v
6、 The ability to think and conceptualize about abstract and complex situations concerning the organization An Organization Defined A deliberate arrangement of people to accomplish some specific purpose Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a de
7、liberate structureCHAPTER 2Scientific Management Taylors Four Principles of Management1. Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method. 科学方法2. Scientifically select and then train, teach, and develop the worker. 科学培训3. Heartily cooperate w
8、ith the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 忠心合作4. Divide work and responsibility almost equally between management and workers. 职责平等5. Frank and Lillian Gilbreth 吉尔布雷斯夫妇1. Focused on increasing worker productivity t
9、hrough the reduction of wasted motion2. Developed the microchronometer to time worker motions and optimize performance6. Henri Fayol 亨利.法约尔1. Believed that the practice of management was distinct from other organizational functions 2. Developed fourteen principles of management that applied to all o
10、rganizational situations Division of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interest to the interests of the organization. Remuneration.Centralization.Scalar chain.Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.7. Max Weber
11、 马克斯.韦伯1. Developed a theory of authority based on an ideal type of organization (bureaucracy Organizational Behavior (OB) The study of the actions of people at work; people are the most important asset of an organizationThe Hawthorne Studies （霍桑实验 A series of productivity experiments conducted at W
12、estern Electric from 1927 to 1932. Experimental findings Productivity unexpectedly increased under imposed adverse working conditions. The effect of incentive plans was less than expected. Research conclusion Social norms, group standards and attitudes more strongly influence individual output and w
13、ork behavior than do monetary incentivesCHAPER 3The Manager: Omnipotent or Symbolic? Omnipotent View of Management （管理万能论） 管理者应该直接对组织的成败负责 不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致 组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负起大部分责任 Symbolic View of Management （管理象征论） 组织的成败大部分是由于管理者无法掌握的外力所造成 管理者对成果的掌握能力，会受到外部因素的影响和束缚 这些因
14、素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定产业状况、专利技术的控制以及前任管理者的决策等 管理者透过行动，象征性地控制和影响组织的运作 Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” Values, symbols, r
15、ituals, myths, and practices Implications: Culture is a perception. Culture is shared. Culture is descriptive.The source of an organization s culture and how that culture continues 看书上How Employees Learn Culture Stories （故事） Narratives of significant events or actions of people that convey the spiri
16、t of the organization Rituals （仪式） Repetitive sequences of activities that express and reinforce the values of the organization Material Symbols Physical assets distinguishing the organization Language Acronyms and jargon of terms, phrases, and word meanings specific to an organizationCHAPER 6 The D
17、ecision-Making Process The Decision-Making Process （决策制定过程） Identifying a problem and decision criteria and allocating weights to the criteria. （界定问题，设立决策的准则，分配准则的权重） Developing, analyzing, and selecting an alternative that can resolve the problem. （发展、分析、选择能解决问题之方案 ） Implementing the selected alter
18、native. （执行方案） Evaluating the decisions effectiveness. （评估决策的效能） Step 1: Identifying the Problem Problem （问题） A discrepancy between an existing and desired state of affairs. （理想情况与现实状况之间存在了某种差距） Characteristics of Problems （问题的特性） A problem becomes a problem when a manager becomes aware of it. （管理者察
19、觉问题所在） There is pressure to solve the problem. （压力解决问题的动机） The manager must have the authority, information, or resources needed to solve the problem. （管理者必须有解决问题所需之职权、信息和各项资源）Step 2: Identifying Decision Criteria Decision criteria are factors that are important (relevant) to resolving the problem.S
20、tep 3: Allocating Weights to the Criteria Decision criteria are not of equal importance: 各个决策准则，其重要性并不完全一致Step 4: Developing Alternatives 步骤四：开发备择方案 Identifying viable alternatives 确认可行的方案 Alternatives are listed (without evaluation) that can resolve the problem. 列出解决问题的各种可行方案（但不予以评估）Step 5: Analyzi
21、ng Alternatives Appraising each alternatives strengths and weaknesses评估每个方案的优劣 An alternatives appraisal is based on its ability to resolve the issues identified in steps 2 and 3.方案的评估是根据第二、三步骤所发展的准则，透过这样的分析，每个方案的优劣即可清楚呈现Step 6: Selecting an Alternative 步骤六：选择方案 Choosing the best alternative （选出最佳方案
22、） The alternative with the highest total weight is chosen.选出得分最高的方案Step 7: Implementing the Decision 步骤七：执行 Putting the chosen alternative into action. 将决策付诸行动 Conveying the decision to and gaining commitment from those who will carry out the decision.将方案有关的讯息传给执行决策者，并获得他们的认同与承诺Step 8: Evaluating th
23、e Decisions Effectiveness 步骤八：评估决策的效能 The soundness of the decision is judged by its outcomes.决策正确与否，可由决策的结果加以检视Making Decisions （决策模式） Rationality （理性） Managers make consistent, value-maximizing choices with specified constraints. Assumptions are that decision makers: （理性假设）v Are perfectly rational
24、, fully objective, and logical.v Have carefully defined the problem and identified all viable alternatives.v Have a clear and specific goalv Will select the alternative that maximizes outcomes in the organizations interests rather than in their personal interests. Bounded Rationality （有限理性） Managers
25、 make decisions rationally, but are limited (bounded) by their ability to process information. Assumptions are that decision makers: （有限理性假设）v Will not seek out or have knowledge of all alternativesv Will satisficechoose the first alternative encountered that satisfactorily solves the problemrather
26、than maximize the outcome of their decision by considering all alternatives and choosing the best. Escalation of Commitment （承诺升级） Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong.What is Intuition? （何谓直觉） Structured Problems
27、（结构化问题） Involve goals that clear. Are familiar (have occurred before). Are easily and completely definedinformation about the problem is available and complete.Programmed Decision （程序化决策） A repetitive decision that can be handled by a routine approach. Unstructured Problems （非结构化问题） Problems that ar
28、e new or unusual and for which information is ambiguous or incomplete. Problems that will require custom-made solutions Nonprogrammed Decisions （非程序化决策） Decisions that are unique and nonrecurring. Decisions that generate unique responses.Decision-Making Conditions Certainty （确定性决策） 管理者得以作出准确决策的最理想状况
29、，因为所有可能方案的结果都是已知 Risk （风险决策） 在风险情况下，决策者可依据个人经验或资料，预估各方案成败与结果的机率 Uncertainty （不确定性决策） 当管理者对可能的结果与机率一无所知时，将迫使他们靠直觉、创意、征兆观察和胆识来作决策 Uncertainty （不确定性） Limited or information prevents estimation of outcome probabilities for alternatives associated with the problem and may force managers to rely on intuit
30、ion, hunches, and “gut feelings”. Maximax: the optimistic managers choice to maximize the maximum payoff （最大收益最大化）找出每种可能决策的最好结果，选择其中具有最大报酬的决策Maximin: the pessimistic managers choice to maximize the minimum payoff （最小收益最大化）找出每种决策的最差结果，选择其中最大报酬的决策 Minimax: the managers choice to minimize his maximum r
31、egret. （最大遗憾最小化）找出每种决策的最大潜在遗憾，选择其中最小的决策。于某特定决策和自然状态相关的潜在遗憾，是再该自然状态确实发生的情况下，管理者若选择最好的决策可得到的报酬提高的程度Decision-Making Styles （决策风格） Dimensions of Decision-Making Styles 决策风格的维度 Ways of thinking （思考的方式）v Rational, orderly, and consistentv Intuitive, creative, and unique Tolerance for ambiguity （模糊容忍度）v Lo
32、w tolerance: require consistency and orderv High tolerance: multiple thoughts simultaneously Types of Decision Makers （决策者类型） Directive （命令型风格）v Use minimal information and consider few alternatives. Analytic （分析型风格）v Make careful decisions in unique situations. Conceptual （概念型风格）v Maintain a broad
33、outlook and consider many alternatives in making long-term decisions. Behavioral （行为型风格）v Avoid conflict by working well with others and being receptive to suggestions. CHAPER 8Strategic Management （战略管理） The set of managerial decisions and actions that determines the long-run performance of an orga
34、nization. Step 1: Identifying the organizations current mission, objectives, and strategies Mission: the firms reason for beingv The scope of its products and services Goals: the foundation for further planningv Measurable performance targets Step 2: Conducting an external analysis The environmental
35、 scanning of specific and general environmentsv Focuses on identifying opportunities and threatsv 步骤二：外部环境分析v 对特定环境与一般环境进行分析v 评估组织可利用的机会有哪些？可能面临的威胁为何？ Step 3: Conducting an internal analysis Assessing organizational resources, capabilities, activities, and culture:v Strengths (core competencies) cre
36、ate value for the customer and strengthen the competitive position of the firm.v Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantagev 步骤三：内部环境分析v 估算组织内部的资源、能力、活动和文化：v 优势（核心能力）为顾客创造价值并加强企业的竞争力v 弱势（组织表现较差的活动，或组织需要但却未拥有的资源）将使企业处于不利的竞争条件Steps 2 and 3 combined a
37、re called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats Step 4: Formulating strategies Develop and evaluate strategic alternatives Select appropriate strategies for all levels in the organization that provide relative advantage over competitors Match organizational strengths to
38、 environmental opportunities Correct weaknesses and guard against threats Step 5: Implementing strategies Implementation: effectively fitting organizational structure and activities to the environment The environment dictates the chosen strategy; effective strategy implementation requires an organiz
39、ational structure matched to its requirements Step 6: Evaluating Results How effective have strategies been? What adjustments, if any, are necessary?EXPLAIN THE ROLE OF RESOURCES CAPABILITIES AND CORE COMPETENCIES IN THE INTERNAL ANALYSIS 看书上Types of Organizational Strategies Corporate-Level Strateg
40、ies (公司层战略) Top managements overall plan for the entire organization and its strategic business units （一组管理决策和行动，它决定了组织的长期绩效。） Types of Corporate Strategies Growth (增长): expansion into new products and markets（向新产品和新市场扩张） Stability （稳定）: maintenance of the status quo（维持现状） Renewal （重建）: redirection
41、of the firm into new markets（重定向企业，转向新的市场） Growth Strategy （增长战略） Seeking to increase the organizations business by expansion into new products and markets. （寻求扩大组织的规模，向新产品和新市场扩张） Types of Growth Strategies Concentration （集中战略） Vertical integration （纵向一体化战略） Horizontal integration （横向一体化传略） Diversif
42、ication （多元化战略） Concentration （集中战略） Focusing on a primary line of business and increasing the number of products offered or markets served. Vertical Integration （纵向一体化战略） Backward vertical integration: attempting to gain control of inputs (become a self-supplier). Forward vertical integration: atte
43、mpting to gain control of output through control of the distribution channel and/or provide customer service activities (eliminating intermediaries). Horizontal Integration （横向一体化传略） Combining operations with another competitor in the same industry to increase competitive strengths and lower competi
44、tion among industry rivals. Related Diversification （相关多元化） Expanding by merging with or acquiring firms in different, but related industries that are “strategic fits”. Unrelated Diversification （非相关多元化） Growing by merging with or acquiring firms in unrelated industries where higher financial return
45、s are possible. BCG Matrix （BCG矩阵） Developed by the Boston Consulting Group Considers market share and industry growth rate Classifies firms as: Cash cows: low growth rate, high market share（现金牛） Stars: high growth rate, high market share （明星） Question marks: high growth rate, low market share （问号）
46、Dogs: low growth rate, low market share （售狗） Business-Level Strategy （事业层战略） A strategy that seeks to determine how an organization should compete in each of its SBUs (strategic business units).寻求决定组织应该怎么在每项事业（战略事业单位）上展开竞争。 Competitive Advantage （竞争战略） An organizations distinctive competitive edge t
47、hat is sourced and sustained in its core competencies. Quality as a Competitive Advantage （质量作为竞争优势） Differentiates the firm from its competitors. Can create a sustainable competitive advantage. Represents the companys focus on quality management to achieve continuous improvement and meet customers demand for quality.Five Competitive Fo
