对外经济贸易大学 管理学原理 考点 精华 UIBE

CHAPTER1•Manager（管理者）Someonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals•First-lineManagers（基层管理者）Areatthelowestlevelofmanagementandmanagetheworkofnon-managerialemployees.•MiddleManagers（中层管理者）Managetheworkoffirst-linemanagers.•TopManagers（高层管理者）Areresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.WhatIsManagement?（什么是管理）•Coordinatingworkingactivities（协调）•ManagerialConcernsEfficiency（效率）“Doingthingsright”–GettingthemostoutputfortheleastinputsEffectiveness（效果）“Doingtherightthings”–Attainingorganizationalgoals•FunctionalApproach（管理职能）Planning（计划）Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.Organizing（组织）Arrangingworktoaccomplishorganizationalgoals.Leading（领导）Workingwithandthroughpeopletoaccomplishgoals.Controlling（控制）Monitoring,comparing,andcorrectingthework.•ManagementRolesApproach（管理角色）Interpersonalroles（人际）Figurehead,leader,liaisonInformationalroles（信息）Monitor,disseminator,spokespersonDecisionalroles（决策）Entrepreneur,Disturbancehandler,resourceallocator,negotiator•SkillsApproach（管理技能）Technicalskills（技术技能）KnowledgeandproficiencyinaspecificfieldHumanskills（人际技能）TheabilitytoworkwellwithotherpeopleConceptualskills（概念技能）Theabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization••AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose•CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureCHAPTER2ScientificManagementTaylor’sFourPrinciplesofManagement1.Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.科学方法2.Scientificallyselectandthentrain,teach,anddeveloptheworker.科学培训3.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.忠心合作4.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.职责平等5.FrankandLillianGilbreth吉尔布雷斯夫妇1.Focusedonincreasingworkerproductivitythroughthereductionofwastedmotion2.Developedthemicrochronometertotimeworkermotionsandoptimizeperformance6.HenriFayol亨利.法约尔1.Believedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctions2.DevelopedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituationsDivisionofwork.Authority.Discipline.Unityofcommand.Unityofdirection.Subordinationofindividualinteresttotheinterestsoftheorganization.Remuneration.Centralization.Scalarchain.Order.Equity.Stabilityoftenureofpersonnel.Initiative.Espritdecorps.7.MaxWeber马克斯.韦伯1.Developedatheoryofauthoritybasedonanidealtypeoforganization(bureaucracy•OrganizationalBehavior(OB)Thestudyoftheactionsofpeopleatwork;peoplearethemostimportantassetofanorganizationTheHawthorneStudies（霍桑实验•AseriesofproductivityexperimentsconductedatWesternElectricfrom1927to1932.•ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions.Theeffectofincentiveplanswaslessthanexpected.•ResearchconclusionSocialnorms,groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentivesCHAPER3TheManager:OmnipotentorSymbolic?•OmnipotentViewofManagement（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•SymbolicViewofManagement（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•OrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.“Thewaywedothingsaroundhere.”•Values,symbols,rituals,myths,andpracticesImplications:•Cultureisaperception.•Cultureisshared.•Cultureisdescriptive.Thesourceofanorganization’scultureandhowthatculturecontinues看书上HowEmployeesLearnCulture•Stories（故事）Narrativesofsignificanteventsoractionsofpeoplethatconveythespiritoftheorganization•Rituals（仪式）Repetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganization•MaterialSymbolsPhysicalassetsdistinguishingtheorganization•LanguageAcronymsandjargonofterms,phrases,andwordmeaningsspecifictoanorganizationCHAPER6TheDecision-MakingProcess•TheDecision-MakingProcess（决策制定过程）Identifyingaproblemanddecisioncriteriaandallocatingweightstothecriteria.（界定问题，设立决策的准则，分配准则的权重）Developing,analyzing,andselectinganalternativethatcanresolvetheproblem.（发展、分析、选择能解决问题之方案）Implementingtheselectedalternative.（执行方案）Evaluatingthedecision’seffectiveness.（评估决策的效能）Step1:IdentifyingtheProblem•Problem（问题）Adiscrepancybetweenanexistinganddesiredstateofaffairs.（理想情况与现实状况之间存在了某种差距）•CharacteristicsofProblems（问题的特性）Aproblembecomesaproblemwhenamanagerbecomesawareofit.（管理者察觉问题所在）Thereispressuretosolvetheproblem.（压力——解决问题的动机）Themanagermusthavetheauthority,information,orresourcesneededtosolvetheproblem.（管理者必须有解决问题所需之职权、信息和各项资源）Step2:IdentifyingDecisionCriteria•Decisioncriter