管理学复习总结.doc

管理学复习总结Chapter 1 Introduction to Management and Organizations 51 Who Are Managers? 2 Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.2 What Is Management? 3 Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.3 What Do Managers Do? 54 What Is An Organization? 1(理解) A deliberate arrangement of people to accomplish some specific purpose.5 Why Study Management? 1Chapter 2 Management Yesterday and Today 11. Historical Background Of Management 1-division of labor -The breakdown of jobs into narrow and repetitive tasks.2. Scientific Management 5Frederick W. Taylor The “father” of scientific managementl Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method.l Scientifically select and then train, teach, and develop the worker.l Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. l Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.Frank & Lillian Gilbreth Partners for Life - motion picture films Therbligs- A classification scheme for labeling 17 basic hand motions.-Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change.-Knowledge Management Cultivating of a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performanceChapter 3 Organizational Culture and the Environment：The Constraints 31. The Manager: Omnipotent or Symbolic 4Omnipotent View of Managementl The view that managers are directly responsible an organizations success or failure.Symbolic View of Managementl The view that much of an organizations success or failure is due to external forces outside managerscontrol.2. The Organizations Culture 1 -The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.3. The Environment 4External Environment-Those factors and forces outside the organization that affect the organizations performance.Specific environment: external forces that have a direct and immediate impact on the organization.General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that mayaffect the organization.Chapter 5 Social Responsibility and Managerial Ethics1. What is Social Responsibility? 1The Classical ViewThe view that Managements only social responsibility is to maximize profits.-Milton FriedmanThe Socioeconomic ViewThe view that managements social responsibility goes beyond making profits to include protecting and improving societys welfareChapter 6 Decision-Making: The Essence of the Managers Job 51. The Decision-Making Process 5Decision-Making a choice from two or more alternatives.2. The Manager as Decision Maker 5RationalityManagers make consistent, value-maximizing choices within specified constraints.Bounded RationalityManagers make decisions rationally, but are limited (bounded) by their ability to process information.Role of Intuition-Intuitive decision making- Making decisions on the basis of experience, feelings, and accumulated judgment.Types of Problems and DecisionsStructured Problems Straightforward, familiar, and easily defined problems.& Programmed DecisionA repetitive decision that can be handled by a routine approach.Unstructured ProblemsProblems that are new or unusual and for which information is ambiguous or incomplete.& Nonprogrammed DecisionsUnique decision that requires a custom-made solution.Chapter 7 Foundations of Planning 41. What Is Planning 5Defining the organizations goals, establishing an overall strategy for achieving those goals, and developing plans for organizational work activities.Informal: not written down, short-term focus; specific to an organizational unit.Formal: written, specific, and long-term focus, involves shared goals for the organization.2. How Do Managers Plan? 5Goals (also Objectives)Desired outcomes for individuals, groups, or entire organizationsPlansDocuments that outline how goals are to be accomplishedl Types of GoalsFinancial Goals, Strategic Goals, Stated Goals versus Real Goalsl Types of PlansChapter 8 STRATEGIC MANAGEMENT 51. The Strategic Management Process 5Strategies-The decisions and actions that determine the long-run performance of an organization2. Types of Organizational Strategies 5Types of Corporate StrategiesGrowth: expansion into new products and marketsl Concentrationl Vertical integration-Backward vertical integration-Forward vertical integrationl Horizontal integrationl Diversification-Related Diversification-Unrelated DiversificationStability: maintenance of the status quoRenewal: redirection of the firm into new marketsRetrenchment: focusing of eliminating non-critical weaknesses and restoring strengths to overcome current performance problems.Turnaround: addressing critical long-term performance problems through the use of strong cost elimination measures and large-scale organizational restructuring solutions.BCG MatrixPorter Competitive StrategiesCost Leadership StrategySeeking to attain the lowest total overall costs relative to other industry competitors.Differentiation StrategyAttempting to create a unique and distinctive productor service for which customers will pay a premium.Focus StrategyUsing a cost or differentiation advantage to exploit a particular market segment rather a larger market.Chapter 10 Organizational Structure and Design 51. Defining Organizational Structure 5Organizational StructureThe formal arrangement of jobs within an organizationOrganizational Design Developing or changing an organizations structure.A process involving decisions about six key elements:Work specialization DepartmentalizationFunctional Departmentalization Advantages Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations Coordination within functional areaIn-depth specialization Disadvantages Poor communication across functional areas Limited view of organizational goalsGeographical Departmentalization Advantages More effective and efficient handling of specific regional issues that arise Serve needs of unique geographic markets better Disadvantages Duplication of functions Can feel isolated from other organizational areasProduct Departmentalization+Allows specialization in particular products and services+Managers can become experts in their industry+Closer to customersDuplication of functionsLimited view of organizational goalsProcess Departmentalization+More efficient flow of work activitiesCan only be used with certain types of productsCustomer Departmentalization+ Customersneeds and problems can be met by specialists-Duplication of functions-Limited view of organizational goalsChain of command Authority, Responsibility, Unity of CommandSpan of controlThe number of employees who can be effectively and efficiently supervised by a managerCentralization and decentralizationFormalization2. Organizational Design Decisions 5Mechanistic Organizationu High specializationu Rigid departmentalizationu Narrow spans of controlu Clear chain of commandu High formalizationu Centralization Organic Organizationu Cross-functional teamsu Cross-hierarchical teamsu Free flow of informationu Wide spans of controlu Decentralizationu Low formalization3. Common Organizational Design 1Traditional Designs Simple structure Low departmentalization, wide spans of control, centralized authority, little formalization Functional structure Departmentalization by function Operations, finance, human resources, and product research and development Divisional structure Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation. Contemporary Organizational Designs Team structures The entire organization is made up of work groups or self-managed teams of empowered employees.Matrix structures Specialists for different functional departments are assigned to work on projects led by project managers. Matrix participants have two managers. Project structures Employees work continuously on projects; moving on to another project as each project is completed.Chapter 11 Communication and Information Technology 2 1.Understanding Communication 1 process 1Communication The transfer and understanding of meaning.Interpersonal Communication Communication between two or more peopleOrganizational Communication All the patterns, network, and systems of communications within an organization3. Organizational Communication 5Types of Communication Networks Chain Network Communication flows according to the formal chain of command, both upward and downward. Wheel Network All communication flows in and out through the group leader (hub) to others in the group. All-Channel Network Communications flow freely among all members of the work teamChapter 12 Human Resource Management 51. The HRM Process 22. Human Resource Planning 1Recruitment The process of locating, identifying, and attracting capable applicants to an organizationDecruitment The process of reducing a surplus of employees in the workforce of an organizationSelection An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance.Chapter 14 Foundations of Behavior 31. Attitudes 1Components Of An Attitude Cognitive component That part of an attitude thats made up of the beliefs, opinions, knowledge, or information held by a person. . Affective component That part of an attitude that is the emotional or feeling part. Behavioral component That part of an attitude that refers to an intention to behave in a certain way.2. Personality 4Personality-The unique combination of psychological characteristics (measurable traits) that affect how a person reacts and interacts with othersMyers Briggs Type Indicator (MBTI)3. Perception 1-A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions.4. Learning 1Operant ConditioningA type of learning in which desired voluntary behavior leads to a reward or prevents a punishment.Social LearningThe theory that individuals learn through their observations of others and through their direct experiencesChapter 15 Understanding Groups and Teams and Teams 31.Understanding Groups 1Group Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups Work groups defined by the organizations structure that have designated work assignments and specific tasks. Informal groups Natural social formations that appear in the work environment.3. Explaining Work Group Behavior 4Group Structure: RoleNormsPerformance normsAppearance normsSocial arrangement normsAllocation of resources normsConformityGroup Processes: Conflict Management Conflict The perceived incompatible differences in agroup resulting in some form of interferencwith or opposition to its assigned tasks. Traditional view: conflict must be avoided. Human relations view: conflict is a natural and inevitable outcome in any group. Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.Categories of Conflict Functional conflicts are constructive. Dysfunctional conflicts are destructive.Types of Conflict Task conflict: content and goals of the work Relationship conflict: interpersonal relationships Process conflict: how the work gets doneChapter 16 Motivating Employees 51. What is Motivation？ 2 Motivation-The process by which a persons efforts are energized, directed, and sustained towards attaining a goal.Energy: a measure of intensity or drive.Direction: toward organizational goalsPersistence: exerting effort to achieve goals.2. Early Theories of Motivation 5MaslowsHierarchy of NeedsNeeds were categorized as five levels of lower-to higher-order needs.Individuals must satisfy lower-order needs before they can satisfy higher order needs.Satisfied needs will no longer motivate.Motivating a person depends on knowing at what level that person is on the hierarchy.physiological, safety, social, esteem, self-actualizationMacGregorsTheories X and YTheory XAssumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.Theory YAssumes that workers can exercise self-direction, desire responsibility, and like to work.HerzbergsTwo-Factor TheoryHygiene factors: extrinsic (environmental) factors that create job dissatisfaction.Motivators: intrinsic (psychological) factors that create job satisfaction3. Contemporary Theories of Motivation 5Three-Needs TheoryNeed for achievement (nAch)-The drive to excel and succeedNeed for power (nPow)-The need to influence the behavior of othersNeed of affiliation (nAff)-The desire for interpersonal relationshipsGoal-Setting TheoryProposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goalsReinforcement TheoryJob enlargement, Job enrichment,Job Characteristics Model (JCM) Skill variety: how many skills and talents are needed?Task identity: does the job produce a complete work?Task significance: how important is the job?Autonomy: how much independence does the jobholder have?Feedback: do workers know how well they are doing?Equity TheoryEmployee responses to perceived inequities:Distort own or othersratios.Induce others to change their own inputs or outcomes.Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards).Choose a different comparison (referent) other (person, systems, or self).Distributive justice, Procedural justiceExpectancy TheoryExpectancy (effort-performance linkage)The perceived probability that an individuals effort will result in a certain level of performance.InstrumentalityThe perception that a particular level of performance will result in the attaining a desired outcome (reward).ValenceThe attractiveness/importance of the performance reward (outcome) to the individualChapter 17 Leadership 31. Who Are Leaders and What Is Leadership 1Leader Someone who can influence others and who has managerial authority.Leadership What leaders do; the process of influencing a group to achieve goals.2. Early Leadership Theories 3Trait Theories Later research on the leadership process identified seven traits associated with successful leadership: sDrive, the desire to lead, honesty and integrity, self- confidence, intelligence, job- -relevant knowledge and extraversion. Behavioral TheoriesUniversity of Iowa Studies (Kurt Lewin Lewin) )Identified three leadership styles: Identified three leadership styles: Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback involvement Laissez faire style: hands hands- -off managementManagerial Grid 2. Contigency Theories of Leadership 4Path -Goal Model States that the leader s job is to assist his or her foll