管理学--英文作品目录

PREFACE xvii

PART ONE

INTRODUCTION

1.Managers and Management

2.The Evolution of Management

PART FIVE

LEADING

13.Foundations of Behavior

14.Understanding Groups and Teams

15.Motivating Employees

16.Leadership

17.Communication and Interpersonal Skills

PART TWO

DEFINING THE MANAGER'S

TERRAIN

3.Organizational Culture and Environment: The

Constraints

4.Managing in a Global Environment

5.Social Responsibility and Managerial

Ethics

6.Decision Making: The Essence of the

Manager's Job

PART THREE

PLANNING

7.Foundations of Planning

8.Strategic Management

9.Planning Tools and Techniques

PART FOUR

ORGANIZING

10.Organization Structure and Design

11.Human Resource Management

12.Managing Change and Innovation

PART SIX

CONTROLLING

18.Foundations of Control

19.Operations Management

20.Control Tools and Techniques

Scoring Keys for Self-Assessment Exercises SK

Endnotes

Name Index

Organization Index

Subject Index

PREFACE xvii

PART ONE

INTRODUCTION

CHAPTER 1

MANAGERS AND MANAGEMENT

Who are Managers"para" label-module="para">

What is Management and What Do Managers Do"para" label-module="para">

Defining Management

Managemerit Functions

Management Roles

Management Skills

MANAGERS WHO MADE A DIFFERENCE:

Robert Holland, jr, CEO, Ben & jerry's

Homemade Inc.

Is the Manager's Job Universal"para" label-module="para">

ENTREPRENEURSHIP: Managers Versus

Entrepreneurs

The Value the Marketplace Puts on

Managers

MANAGING YOUR CAREER: Career Opportunities

in Management

Why Study Management"para" label-module="para">

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Exercise in Self-Perception

Ethical Dilemma Exerdse

For Your Immediate Action: Heartlancl Fragrance

Company

CASE APPLICATION: A Day in the Life of an

Account Executive

VIDEO CASE APPLICATION: The New Look of

Management in the Federal Government

CHAPTER 2

THE EVOLUTION OF MANACEMEN

Historical Background

The Early Years

Scientific Management

General Administrative Theorists

The Human Resources Approach

The Quantitative Approach

MANAGERS WHO MADE A DIFFERENCE:

judy Lewent, Chief Financial Officer, Merck &

Company

Recent Years: Toward Integration

The Process Approach

The Systems Approach

The Contingency Approach

Current Trends and Issues

Work Force Diversity

Ethics

Stimulating Innovation and Change

Total Quality Management

Re-Engineering

Empowerment and Teams

The Bimodal Work Force

Downsizing

Contingent Workers

Summary

Review Questions

Discussiori Questions

Self-Assessment Exercise: Is a Bureaucracy

for You"para" label-module="para">

Ethical DHemma Exercise

For Your Immediate Action: The Walt Disney

Company

CASE APPLICATION: Dam Yangtze

VIDEO CASE APPLICATION: The Workplace of the

90s

PART TWO

DEFINING THE MANAGER'S

TERRAIN

CHAPTER 3

ORCANIZATIONAL CULTURE AND

ENVIRONMENT: THE CONSTRAINTS

The Manager: Omnipotent or Symbolic"para" label-module="para">

The Omnipotent View

The Symbolic View

Reality Suggests a Synthesis

The Organization's Culture

What Is Organizational Culture"para" label-module="para">

The Source of Culture

Strong Versus Weak Cultures

Influence on Management Practices

The Environment

MANAGING WORK FORCE DIVERSITY: Creating a

Supportive Culture for Diversity

Defining Environment

ENTREPRENEURSHIP: Identifying Environmental

Opportunities

The Specific Environment

MANAGERS SPEAK OUT: William F. Lester,

President and Executive Director, Charlotte

Symphony Orchestra

The General Environment

Influence on Management Practice

Summary

Review Questions

Discussion Questions

Self-Assessment Exerdse: What Kind of

Organizational Culture Fits You Best"para" label-module="para">

Ethical Dilemma Exerdse

hr Your Immediate Action: Summer's Harvest

Beverage Corporation

CASE APPLICATION: Just Do It

VIDEO CASEAPPLICATION: The Perilous Potholes

on Tobacco Road

CHAPTER 4

MANACINC IN A CLOBAL ENVIRONMENT

Who Owns What"para" label-module="para">

Overcoming Parochialism

MANAGERS WHO MADE A DIFFERENCE: Paul Hsu,

Hsu's Ginseng Enterprises

The Changing Global Environment

From Multinationals to Transnationals to

Borderless Organizations

Regional Trading Alliances

Eastern Europe and Capitalism

How Organizations Go Internationai

Managing in a Foreign Environment

The Legal-Political Environment

The Economic Environment

The Cultural Environment

Is a Global Assignment for You"para" label-module="para">

ENTREPRENEURSHIP: Entrepreneurial

Characteristics by Nationality

Summary

Review Questions

Discussion Questions

Self-Assessment Exerdse: What Are Your Culturat

Attitudes"para" label-module="para">

Ethical Ditemma Exerdse

For Your Immediate Action: Delaney Environmental

Services

CASE APPLICATION: Video Adventures Around

the World

VIDEO CASE APPLICATION: "When in Rome

CHAPTER 5

SOCIAL RESPONSIBILITY AND

MANACERIAL ETHICS

What Is Social Responsibility"para" label-module="para">

Two Opposing Views

Arguments For and Against Social

Responsibility

From Obligations to Responsiveness

Social Responsibility and Economic Performance

Is Social Responsibility just Profit-Maximizing

Behavior"para" label-module="para">

Values-Based Management

Purposes of Shared Values

Developing Shared Values

A Guide Through the Maze

Managerial Ethics

MANAGERS WHO MADE A DIFFERENCE: Pam Del

Duca, President, Delstar Group

Four Different Views of Ethics

Factors Affecting Managerial Ethics

Ethics in an International Context

Toward Improving Ethical Behavior

A Final Thought

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Attitudes Towards Business

Ethics Questionnaire

Ethical DHemma Exercise

For Your Immediate Action: CMT Research Labs

International

CASE APPLICATION: Troubles in Paradise"para" label-module="para">

Closer Look at the Image of The Body Shop

VIDEO CASE APPLICATION: Choking on the

Whistle

CHAPTER 6

DECISION MAKINC: THE ESSENCE OF THE

MANACER'S JOB

The Decision-Making Process

Step 1: Identifying a Problem

Step 2: Identifying Decision Criteria

Step 3: Allocating Weights to the Criteria

Step 4: Developing Alternatives

Step 5: Analyzing Alternatives

Step 6: Selecting an Alternative

Step 7: Implementing the Alternative

Step 8: Evaluating Decision Effectiveness

The Pervasiveness of Decision Making

The Rational Decision Maker

Assumptions of Rationality

MANAGERS WHO MADE A DIFFERENCE: john

Woodhouse, CEO and Chairman, Sysco

Corporation

Limits to Rationality

Bounded Rationality

Problems and Decisions: A Contingency

Approach

Types of Problems

Types of Decisions

Integration

Decision-Making Styles

Analyzing Decision Alternatives

Certainty

MANAGING WORK FORCE DIVERSITY: Decisio

Making Styles of Diverse Populations

Risk

Uncertainty

Group Decision Making

MANAGING YOUR CAREER: Developing Your

Creativity

Advantages and Disadvantages

Effectiveness and Efficiency

Techniques for Improving Group Decision

Making

Summary

Rev'iew Questions

Discussion Questions

Self-Assessment Exercise: What's Your Intuitive

Ability"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: Winfield National Ba

CASE APPLICATION: Transforming Tata

VIDEO CASE APPLICATION: Dedsion Making

Detective Style

PART THREE

PLANNING

CHAPTER 7

FOUNDATIONS OF PLANNINC

The Definition of Planning

Purposes of Planning

Planning and Performance

Myths about Planning

Types of Plans

Strategic Versus Operational Plans

Short-Term Versus Long-Term Plans

Specific Versus Directional Plans

Frequency of Use

MANAGERS SPEAK OUT: Lora E. Rodenberg, Vice

President and Director of Marketing, First Federai

of Kansas City

Contingency Factors in Planning

Level in the Organization

Degree of Environmental Uncertainty

Length of Future Commitments

MANAGING WORK FORCE DIVERSITY: The Role

of Planning in Developing a Productive Diverse

Workforce

Objectives: The Foundation of Planning

Multiplicity of Objectives

Real Versus Stated Objectives

Traditional Objective Setting

Management by Objectives

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: How Well Do 1 Set Goals"para" label-module="para">

Ethical Dilemma Exerdse

For Your Immediate Action: TSI Construction

CASE APPLICATION: The Queen of Planning for

the King of Rock'n'Roll

VIDEO CASE APPLICATION: Behind the Scenes

Planning of the First Lunar Landing

CHAPTER 8

STRATEGIC MANACEMENT

The Increasing Importance of Strategic Planning

Levels of Strategy

Gorporate-Level Strategy

Business-Level Strategy

Functional-Level Strategy

The Strategic Management Process

Step 1: Identifying the Organization's

Current Mission, Objectives, and

Strategies

Step 2: Analyzing the External Environment

Step 3: Identifying Opportunities and Threats

Step 4: Analyzing the Organization's

Resources

Step 5: Identifying Strengths and Weaknesses

MANAGING YOUR CAREER: Doing a Personal

SWOT Analysis

MANAGERS SPEAK OUT: Mary Barnes, CEO and

Owner of Vita-Erb, Ltd.

Step 6: Formulating Strategies

Step 7: Implementing Strategies

Step 8: Evaluating Results

Corporate-Level Strategic Frameworks

Grand Strategies

ENTREPRENEURSHIP: Strategy and the

Entrepreneur

Corporate Portfolio Matrix

Business-Level Strategic Frameworks

Adaptive Strategies

Competitive Strategies

TQM as a Strategic Weapon

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Are You a Risk Taker"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: Montctaire Enterprises

CASE APPLICATION: Restoring the Magic to the

Harlem Globetrotters

VIDEO CASE APPLICATION: Ladies and

Gentlemen, Please Fasten Your Seatbelts: Heavy

Turbulence Ahead

CHAPTER 9

PLANNINC TOOLS AND TECHNIQUES

Techniques for Assessing the Environment

Environmental Scanning

Forecasting

Benchmarking for TQM

Budgets

Types of Budgets

Approaches to Budgeting

Operational Planning Tools

Scheduling

MANAGERS SPEAK OUT: Hans Peter Schwarz,

Industrial Engineering and Technology Area,

Marquardt, Inc.

Breakeven Analysis

Linear Programming

Queuing Theory

Probability Theory

Margihal Analysis

Stimulation

Time Management: A Guide to Personal Planning

Time as a Scarce Resource

Focusing on Discretionary Time

How Do You Use Your Time"para" label-module="para">

Five Steps to Improve Time Management

Some Additional Points to Consider

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Do You Know Your Daily

Productivity Cycle"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: Four Men and a Truck

CASE APPLICATION: The White-Gloved Ladies of

Planning: How the Association of Junior Leagues

International Uses Environmental Scanning

VIDEO CASE APPLICATION: Planning a Winner

PA

RT Four

ORGANIZING

CHAPTER 10

ORGANIZATION STRUCTURE AND DESIG

Defining Organization Structure and Design

Building the Vertical Dimension of Organizations

Unity of Command

Authority and Responsibility

Span of Control

Centralization and Decentralization

Building the Horizonta! Dimension of

Organizations

Division of Labor

Departmentalization

MANAGERS WHO MADE A DIFFERENCE: Elien

Rohde, President of Healthtex

The Contingency Approach to Organization

Design

Mechanistic and Organic Organizations

Strategy and Structure

Size and Structure

Technology and Structure

Environment and Structure

Applications of Organization Design

Simpie Structure

Bureaucracy

Team-Based Structures

ENTREPRENEURSHIP: Structuring the

Entrepreneurial Firm

The Boundaryless Organization

MANAGING WORK FORCE DIVERSITY: The

Feminine Organization: Myth or Reality"para" label-module="para">

Summary

Review Questions

Discussion Questions

Self-Assessment Exerdse: How Willing Are You to

Delegate"para" label-module="para">

Ethical DHemma Exercise

For Your Immediate Action: Ontario Electronics Ltd.

CASE APPLICATION: Out with the Old, In with

the New

VIDEO CASE APPLICATION: The IRS Designs a

New Approach

CHAPTER 11

HUMAN RESOURCE MANACEMENT

Managers and Human Resources Departments

The Human Resource Management Process

Important Environmental Considerations

Human Resource Planning

Current Assessment

Future Assessment

Developing a Future Plan

Recruitment and Decruitment

Selection

What Is Selection"para" label-module="para">

Selection Devices

What Works Best and When"para" label-module="para">

Orientation

Employee Training

MANAGERS SPEAK OUT: Perb Fortner, Assistant

Vice-President, H & R Block Eastern Tax Services,

Inc.

Skill Categories

Training Methods

MANAGING YOUR CAREER: Getting the Most

Out of a Mentor Relationship

Career Development

Career Stages

Keys to a Successful Management Career

Compensation and Benefits

Current Issues in Human Resource Management

Managing Workforce Diversity

Sexual Harassment

Family Concerns

AIDS in the Workplace

Downsizing

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Career Assessment Test

Ethical DHemma Exercise

For Your Immediate Action: Western Massachusetts

Power and Light

CASE APPLICATION: The Big, Mean Green

Machine

VIDEO CASE APPLICATION: Help Wanted-

Inquire Within

CHAPTER 12

MANACINC CHANGE AND INNOVATION

What Is Change"para" label-module="para">

Forces for Change

Internal Forces

The Manager as Change Agent

Two Different Views on the Change Process

The "Calm Waters" Metaphor

ENTREPRENEURSHIP: The Entrepreneur as

Change Agent

The "White-Water Rapids" Metaphor

Putting the Two Views in Perspective

Organizational Inertia and Resistance to Change

Resistance to Change

Techniques for Reducing Resistance

Techniques for Managing Change

Changing Structure

Changing Technology

Changing People

Contemporary Issues in Managing Change

Changing Organizational Cultures

MANAGING YOUR CAREER: Preparing for a

Changing Workplace

MANAGING WORKFORCE DIVERSITY: The

Paradox of Diversity

Implementing TQM

Re-engineering

MANAGERS SPEAK OUT: Peter Loescher, Vice

President and General Manager, Hoescht-Roussel

Agri-Vet Company

Handling Employee Stress

Stimulating Innovation

Innovation Versus Creativity

Fostering Innovation

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: How Innovative Are You"para" label-module="para">

Ethical Dilemma Exerdse

For Your Immediate Action: Performance Pros

CASE APPLICATION: Shaking Up the Giant-Not

just a Fairytale at EDS

VIDEO CASE APPLICATION: Old Traditions Die

Hard-Can Resistance to Change Be Overcome"para" label-module="para">

PART FIVE

LEADING

CHAPTER 13

FOUNDATIONS OF BEHAVIOR

Toward Explaining and Predicting Behavior

Focus on Organizational Behavior

Goals of Organizational Behavior

Attitudes

Attitudes and Consistency

Cognitive Dissonance Theory

Attitude Surveys

The Satisfaction-Productivity Controversy

Implications for Managers

Personality

Predicting Behavior from Personality Traits

MANAGERS WHO MADE A DIFFERENCE: Richard

Abdoo, CEO of Wisconsin Energy

Personality Assessment Tests

Personality Types in Different National

Cultures

Matching Personalities and jobs

Implications for Managers

Perception

Factors Influencing Perception

ENTREPRENEURSHIP: The Entrepreneurial

Personality

Attribution Theory

Frequently Used Shortcuts in judging Others

Implications for Managers

Learning

Operant Conditioning

MANAGING WORKFORCE DIVERSITY:

Challenging the Stereotypes of Women and

Older Workers

Sodal Learning

Shaping: A Managerial Tool

MANAGING YOUR CAREER: Learning to Get

Along with Difficult People

Implications for Managers

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: What's Your Problem-

Solving Style"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: Prescott Publishers

CASE APPLICATION: Teaching an Old Dog New

Tricks-A Success Story from Eastern Europe

VIDEO CASE APPLICATION: Age and Attitudes

CHAPTER 14

UNDERSTANDINC CROUPS AND TEAMS

Understanding Group Behavior

What Is a Group"para" label-module="para">

Stages of Group Development

Basic Group Concepts

Toward Understanding Work Group

Behavior

Turning Groups into Effective Teams

What Is a Team"para" label-module="para">

Types of Teams

MANAGING WORK FORCE DIVERSITY: The

Challenge of Coordinating Heterogeneous

Groups

Why Use Teams"para" label-module="para">

Developing and Managing Effective Teams

Characteristics of Effective Teams

Managing Teams

MANAGERS SPEAK OUT: Sarah Lewis, Senior

Consultant, EDS Management Consulting

Services

Teams and TQM

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Are You a Team Player"para" label-module="para">

Ethical Dilemma Exerdse

For Your Immecdiate Action: The Ann Arbor News

Herald

CASE APPLICATION: Is This Guy Crazy or What"para" label-module="para">

VIDEO CASE APPLICATION: Teams on the

Assembly Line-One Company's Experience

CHAPTER 15

MOTIVATINC EMPLOYEES

What Is Motivation"para" label-module="para">

Earty Theories of Motivation

Hierarchy of Needs Theory

Theory X and Theory Y

Motivation-Hygiene Theory

Contemporary Approaches to Motivation

Three-Needs Theory

Goal-Setting Theory

Reinforcement Theory

Designing Motivating jobs

MANAGERS WHO MADE A DIFFERENCE: Alexander

Panikin, Head, Paninter

Equity Theory

Expectancy Theory

Integrating Contemporary Theories of

Motivation

Contemporary Issues in Motivation

Motivating a Diverse Workforce

Pay for Performance

Employee Stock Ownership Plans (ESOPs)

Motivating Minimurn-Wage Employees

From Theory to Practice: Suggestions for

Motivating Employees

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: What Needs Are Most

Important to You"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: La Mexcian Kitchen

CASE APPLICATION: Nordstrom Inc.-Lessons in

How and How Not to Motivate Employees

VIDEO CASE APPLICATION: Pedaling Your Way to

Fame

CHAPTER 16

LEADERSHIP

Managers Versus Leaders

Trait Theories

Behavioral Theories

Autocratic-Democratic Continuum

The Ohio State Studies

The University of Michigan Studies

The Managerial Grid

Summary of Behavioral Theories

Contingency Theories

The Fiedler Model

The Hersey-Blanchard Situational Theory

Path-Goal Theory

Leader Participation Model

Summary of Contingency Theories

Emerging Approaches to Leadership

Attribution Theory of Leadership

Charismatic Leadership Theory

MANAGERS WHO MADE A DIFFERENCE: Linda

Isenhour, General Manager, BellSouth's Phone

Network Operations

Transactional Versus Transformational

Leadership

Contemporary Issues in Leadership

Leaders and Power

Leading Through Empowerment

Gender and Leadership

Leadership Styles and Different Cultures

Sometimes Leadership Is Irrelevant!

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Are You o Charismatic

Leader"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: Middletown Community

College

CASE APPLICATION: Not just a Pipe Dream

VIDEO CASE APPLICATION: An Unusual Brand of

Leadership

CHAPTER 17

COMMUNICATION AND INTERPERSONAL

SKILLS

Understanding Communication

What Is Communication"para" label-module="para">

The Communication Process

Methods of Communicating

Barriers to Effective Communication

Overcoming the Barriers

MANAGING WORKFORCE DIVERSITY:

Communication Styles of Men and Women

Developing Interpersonal Skills

Active Listening Skills

Active Versus Passive Listening

Developing Effective Active Listening Skills

Feedback Skills

Positive Versus Negative Feedback

Developing Effective Feedback Skills

Delegation Skills

What Is Delegation"para" label-module="para">

Is Delegation Abdicatlon"para" label-module="para">

Contingency Factors in Delegation

MANAGERS SPEAK OUT: Bonita Watts, Managing

Director, Base, Inc.

Developing Effective Delegating Skills

Conflict Management Skills

What Is Conflict"para" label-module="para">

Functional Versus Dysfunctional Conflict

Developing Effective Conflict Resolution

Skills

What About Conflict Stimulation"para" label-module="para">

Negotiation Skills

Bargaining Strategies

Decision-Making Biases That Hinder

Effective Negotiations

Developing Effective Negctiation Skills

Summary

Review Questions

Discussion Questions

Self-Assessment Exercise: Conflict-HandHng Style

Questionnaire

Ethical Dilemma Exerdse

For Your Immediate Action: Stone, Hartwick,

Mueller, and Cibson

CASE APPLICATION: A Tragic Case of

Miscommunication-Avianca Flight 52

VIDEO CASE ARPLICATION: Sentenced to Voice

Mail Jail

PART SIX

CONTROLLING

CHAPTER 18

FOUNDATIONS OF CONTROL

What Is Control"para" label-module="para">

The Importance of Control

The Control Process

Measuring

Comparing

Taking Managerial Action

Summary

Types of Control

MANAGERS WHO MADE A DIFFERENCE: Martha

Clark Goss, Senior Vice President, Prudential

Insurance Company

Feedforward Control

Concurrent Control

Feedback Control

Qualities of an Effective Control System

ENTREPRENEURSHIP: Management by Walking

Around

The Dysfunctional Side of Controls

Adjusting Controls for National Differences

Ethical Issues in Control

Employee Workplace Privacy

Computer Monitoring

Off-the-Job Behavior

Summary

Review Questions

Discussion Questions

Self-Assessment Exerdse: Who Controls Your Life"para" label-module="para">

Ethical Dilemma Exercise

For Your Immediate Action: Collins State College,

School of Accountancy

CASE APPLICATION: Denver International

Airport: A Not-So-Funny Comedy of Errors

VIDEO CASE APPLICATION: Eye Spy at Work

CHAPTER 19

OPERATIONS MANACEMENT

Operations Management and the Transformation

Process

Managing Productivity

Operations Management Includes Both

Manufacturing and Services

Re-Engineering Work Processes

Strategic Operations Management

Planning Operations

Capadty Planning

Facilities Location Planning

Process Planning

Facilities Layout Planning

Aggregate Planning

Master Scheduling

Material Requirements Planning

Controlling Operations

Cost Control

Purchasing Control

Maintenance Control

Quality Control

Current Issues in Operations Management

Technology and Product Development

Implementing TQM Successfully

Reducing Inventories

Manufacturer-Supplier Partnerships

Flexibility as a Competitive Advantage

Speed as a Competitive Advantage

MANAGERS SPEAK OUT: Tom Clark, Plant

Manager, General Electric

Summary

Review Questions

Discussion Questions

Self-Assessment Exerdse: How's Your Knowledge of

fapanese Manufacturing"para" label-module="para">

Ethical Dilemma Exerdse

For Your Immediate Action: Westwood Travel

Services

CASE APPLICATION: Putting on the Voodoo

Lounge World Tour Takes More Than Magic

VIDEO CASE APPLICATION: Gaining Global

Competitive Advantage Through Flexible

Manufacturing-Ford's Truly Global Car

CHAPTER 20

CONTROL TOOLS AND

TECHNIQUES

Information Controls

Organizational Communication

Information Systems

MANAGERS SPEAK OUT: Laurent Koch, Division

Manager, Technology Services, Banque Francaise

du Commerce Exterieur

Finandal Controls

Budgets Revisited

Ratio Analysis

Operations Controls

TQM Control Charts

EOQ Model

Behavioral Controls

Direct Supervision

Performance Appraisal

Discipline

Substitutes for Direct Control

Summary

Review Questions

Discussion Questions

Setf-Assessment Exerdse: Are You Computer

Literate"para" label-module="para">

Ethical DHemma Exercise

For Your Immecliate Action: Compton Hill Classics

CASE APPLICATION: Out of Control&-What

Happened at Kidder, Peabody Co., Inc."para" label-module="para">

VIDEO CASE APPLICATION: Patrolling the Net

Scoring Keys for Self-Assessment Exercises

SK-I

Endnotes E-l

Name Index Nl-l

Organization Index O1-1

Subject Index Sl-l

2100433B

内 容 提 要

第一部分 （共两章）主要介绍管理和管理者（经理） 的基本概念，以

管理理论和管理实践的演变过程。第二部分（共四章）阐述了管理者（经理）所面

的形势和任务，其中包括组织环境和文化对管理的制约、全球化过程中的管理 社

责任和管理道德以及决策问题。第三部分至第六部分分别阐述管理的四大主要职能

计划、组织、领导、控制。在这四种职能中，作者特别强调领导职能，分别从组织

为学、团队活动、员工激励、领导、交流与沟通等方面对领导职能进行了论述。在

划职能中，作者特别重视战略计划和管理；在组织职能中，作者强调了人力资源管

在控制职能中，特别强调了运作管理。

该书结构紧凑，内容丰富，且提供了大量实例，例如该书提供了十位与众不同

经理，每章后都有各种问题、自我测评练习、应用案例等。这无疑使正文中的理论

满了生命活力，也使学生能通过不同的途径把握管理理论与方法。对于初学著来说

该书的确是一部极好的教材。

管理学预备知识

管理学课程在高中阶段毕业即可学习。

管理学学习资料

（注：表格内容参考资料）

管理学课程定位

《管理学》作为学科基础课程是经管类课程的开篇和导入。该课程通过“认识管理与管理者、管理理论发展与演变、管理决策与战略计划、组织设计与组织变革、个体行为与群体行为、领导理论与领导方法、激励方法与沟通技巧、管理控制的基本方法”等八个模块59个知识点，详解管理学的基本概念、基本理论和主要方法，帮助学员理解管理问题的特点，体会管理的思维方法，提高管理技能，适应时代变革的挑战。

管理学适应对象

管理学课程主要服务于管理类专业学生。

本书旨在建立设计管理学的学科理论体系和研究框架结构。设计管理学是一门交叉学科，它属于艺术管理学的嫡系，即是艺术学门类中设计学的一支，又是管理学门类中工程管理学和文化管理学的一支，而与之产生最直接关联的两门学科毫无疑问是设计学与管理学。于是政府管理、行会管理、企业管理、直至具体的细微管理知识都应当涵盖其中。

正是从大处着眼，我们才将设计管理的原则、设计管理的方法、设计管理的意义、设计管理者、设计管理对象、设计管理手段、设计目标管理、设计过程管理、设计评价管理当成设计管理学提纲挈领式的核心性理论构架。一切伸发出去的设计管理类的知识体系皆由此纲目出发。