罗宾斯管理学复习英文版

Chapter1INTRODUCTIONTOMANAGEMENTANDORGANIZATIONS©PrenticeHall,20021-1WhoAreManagers?Managersomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals©PrenticeHall,20021-2OrganizationalLevelsNon-managerialEmployeesTopManagersMiddleManagersFirst-lineManagers©PrenticeHall,20021-3WhatDoManagersDo?(cont.)ManagementRoles

specificcategoriesofmanagerialbehaviorInterpersonal

-involvepeopleanddutiesthatareceremonialandsymbolicinnatureInformational

-receiving,collecting,anddisseminatinginformationDecisional

-revolvearoundmakingchoicesemphasisthatmanagersgivetothevariousrolesseemstochangewiththeirorganizationallevel©PrenticeHall,20021-4EXHIBIT1.5:SKILLSNEEDEDATDIFFERENTMANAGEMENTLEVELS©PrenticeHall,20021-5EfficiencyandEffectivenessinManagementManagementStrivesFor:Lowresourcewaste(highefficiency)Highgoalattainment(higheffectiveness)ResourceUsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)LowWasteHighAttainment©PrenticeHall,20021-6TheExternalEnvironmentCustomersCompetitorsSuppliersPublicPressureGroupsTheOrganizationGlobalEconomicDemographicPoliticalSocioculturalTechnologicalGeneralEnvironmentSpecificEnvironmentChapter2MANAGEMENTYESTERDAYANDTODAY©PrenticeHall,20022-8Management’sConnectiontoOtherFieldsofStudyManagementAnthropology:Helpstobetterunderstanddifferencesinfundamentsvalues,attitudes,andbehaviorbetweendifferentcountriesandwithindifferentorganizations.Economics:Helpstounderstandthechangingeconomy,theroleofcompetitionandfreemarketsinaglobalcontext.Philosophy:

Helpstounderstandtheexistenceoforganizationsandwhatconstitutesappropriatebehaviorwithinthem.PoliticalScience:Helpstounderstandanation’sconstitutionandstructuringinturn,shapethetype,form,andpoliciesoforganization.EXHIBIT2.2:TAYLOR’SFOURPRINCIPLESOFMANAGEMENT©PrenticeHall,20022-11GeneralAdministrativeTheoristsHenriFayolconcernedwithmakingtheoverallorganizationmoreeffectivedevelopedtheoriesofwhatconstitutedgoodmanagementpracticeproposedauniversalsetofmanagementfunctionspublishedprinciplesofmanagementfundamental,teachablerulesofmanagement©PrenticeHall,20022-12EXHIBIT2.4:WEBER’SIDEALBUREAUCRACY©PrenticeHall,20022-13Chapter7FOUNDATIONS

OFPLANNING

Planninginvolvesdefiningtheorganization’sgoals,establishinganoverallstrategy,anddevelopingacomprehensivesetofplanstointegrateandcoordinateorganizationalworkanticipatechangesanddevelopthemost-effectiveresponsetochangesinformalplanning-nothingiswrittendownlittleornosharingofgoalsgeneralandlackingincontinuityformalplanning-writtendefinesspecificgoalsspecificactionprogramsexisttoachievegoalsHowDoManagersPlan?TheRoleofGoalsandPlansinPlanninggoals-desiredoutcomesprovidedirectionforallmanagementdecisionsrepresentthecriteriaagainstwhichactualworkaccomplishmentscanbemeasuredplans-outlinehowgoalsaregoingtobemetTypesofGoalsallorganizationshavemultipleobjectivesnosinglemeasurecanevaluatewhetheranorganizationissuccessfulfinancialgoals-relatetofinancialperformancestrategicgoals-relatetootherareasofperformance

©PrenticeHall,20027-15HowDoManagersPlan?(cont.)TheRoleofGoalsandPlansinPlanning(cont.)TypesofPlansstrategicplans-applytotheentireorganizationestablishorganization’soverallgoalsseektopositiontheorganizationintermsofitsenvironmentoperationalplans-specifythedetailsofhowtheoverallgoalsaretobeachievedtendtocovershorttimeperiods©PrenticeHall,20027-16TypesOfPlansBreadthStrategicOperationalSpecificityDirectionalSpecificFrequency

ofUseSingleuseStandingTimeFrameLongtermShortterm©PrenticeHall,20027-17HowDoManagersPlan?EstablishingGoals(cont.)managementbyobjectives(MBO)-specificperformancegoalsarejointlydeterminedbyemployeesandtheirmanagersprogresstowardaccomplishingthesegoalsisperiodicallyreviewedrewardsareallocatedonthebasisofthisprogressMBOconsistsoffourelementsgoalspecificityparticipativedecisionmakingexplicittimeperiodperformancefeedback©PrenticeHall,20027-182、StepsinaTypicalMBOProgram©PrenticeHall,20027-19Chapter8

STRATEGIC

MANAGEMENTWhatIsStrategicManagement?Asetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganizationTheStrategicManagementProcess©PrenticeHall,20028-21LevelsofOrganizationalStrategy©PrenticeHall,20028-22TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)BCGmatrix(cont.)strategicimplicationsofthematrixcashcows-“milk”usecashtoinvestinstarsandquestionmarksstars-requireheavyinvestmenteventuallywillbecomecashcowsquestionmarks-twostrategiesinvesttotransformthemintostarsdivestdogs-soldofforliquidated©PrenticeHall,20028-23TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)CompetitiveStrategiesMichaelPorter-industryanalysisbasedonfivecompetitiveforcesThreatofnewentrants-affectedbybarrierstoentryThreatofsubstitutes-affectedbybuyerloyaltyandswitchingcostsBargainingpowerofbuyers-affectedbynumberofcustomers,availabilityofsubstituteproducts©PrenticeHall,20028-24Business-LevelStrategy(cont.)CompetitiveStrategies(cont.)Porter’scompetitiveforcesanalysis(cont.)Bargainingpowerofsuppliers-affectedbydegreeofsupplierconcentrationExistingrivalry-affectedbyindustrygrowthrate,demandforfirm’sproductorservice,andproductdifferencesTypesOfOrganizationalStrategies(cont.)©PrenticeHall,20028-25TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategiescostleadership-goalistobecomethelowest-costproducerintheindustrytriestoidentifyefficienciesinalloperationsoverheadkepttoaminimumproductorservicemustbeperceivedtobeofcomparablequalitytothatofferedbycompetitors©PrenticeHall,20028-26TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)differentiation-offeruniqueproductsthatarewidelyvaluedbycustomerssetsthefirmapartfromcompetitorsdifferentiationbasedonquality,service,productdesign,brandimagecustomersmustbewillingtopayapricepremiumthatexceedsthecostofdifferentiation©PrenticeHall,20028-27TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)focus-aimsatacostadvantageordifferentiationadvantageinanarrowsegmentnoattempttoservethebroadmarketfeasibilityofstrategydependsonthesizeofthesegmentandtheabilityofthefirmtosupportthecostoffocusing©PrenticeHall,20028-28Chapter9

PLANNINGTOOLS

AND

TECHNIQUES

GanttCharts-showwhentasksaresupposedtobedoneallowcomparisonwiththeactualprogressoneachtaskserveasacontroltoolabargraphwithtimeonthehorizontalaxisandtheactivitiestobescheduledontheverticalaxisshadingrepresentsactualprogressAGanttChartMonthActivityEditManuscriptDesignSamplePagesDrawArtworkPrintGalleyProofsPrintPageProofsDesignCover1432ReportingDateGoalsActualProgress©PrenticeHall,20029-30TechniquesForAllocatingResources(cont.)Scheduling(cont.)LoadCharts-modifiedGanttChartschedulecapacitybyworkareasverticalaxislistseitherentiredepartmentsorspecificresourcesallowmanagerstoplanandcontrolcapacityutilization©PrenticeHall,20029-315ALoadChartMonthEditorsAnneAntonioKimMauriceDavePenny1Workscheduled2346©PrenticeHall,20029-32TechniquesForAllocatingResources(cont.)Scheduling(cont.)ProgramEvaluationandReviewTechnique(PERT)NetworkAnalysisusedtoschedulecomplexprojectsflowchartlikediagramthatdepictsthesequenceofactivitiesneededtocompleteaprojectindicatesthetimeorcostsassociatedwitheachactivitycancomparetheeffectsalternativeactionsmighthaveonschedulingandcosts

©PrenticeHall,20029-33TechniquesForAllocatingResources(cont.)Scheduling(cont.)PERT(cont.)-nomenclatureevents-endpointsthatrepresentthecompletionofmajoractivitiesactivities-timeorresourcesrequiredtoprogressfromoneeventtoanotherslacktime-amountoftimeanactivitycanbedelayedwithoutdelayingtheentireprojectcriticalpath-themosttime-consumingsequenceofeventsandactivitiesinaPERTnetworkdelaysoncriticalpathwilldelaycompletionoftheentireproject(zeroslacktime)©PrenticeHall,20029-34DefiningOrganizationalStructureNomenclatureorganizing-theprocessofcreatinganorganization’sstructureorganizationalstructure-theformalframeworkbywhichjobtasksaredivided,grouped,andcoordinatedorganizationaldesign-processofdevelopingorchanginganorganization’sstructureprocessinvolvessixkeyelements©PrenticeHall,200210-35DefiningOrganizationalStructure(cont.)WorkSpecializationthedegreetowhichtasksinanorganizationaredividedintoseparatejobsindividualsspecializeindoingpartofanactivityratherthantheentireactivitytoomuchspecializationhascreatedhumandiseconomiesanimportantorganizingmechanism,thoughnotasourceofever-increasingproductivity©PrenticeHall,200210-36DefiningOrganizationStructure(cont.)Departmentalization(cont.)largeorganizationscombinemostorallformsofdepartmentalizationtrendscustomerdepartmentalizationisincreasinglybeingusedbetterabletomonitorandrespondtocustomerneedscross-functionalteamsarebecomingpopulargroupsofindividualswhoareexpertsinvariousspecialtiesinvolvedinallaspectsofbringinganewproducttomarket©PrenticeHall,200210-37DefiningOrganizationStructure(cont.)ChainofCommand(cont.)continuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhomSpanofControlnumberofemployeesthatamanagercanefficientlyandeffectivelymanage©PrenticeHall,200210-38DefiningOrganizationStructure(cont)Centralizationthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganizationtop-levelmanagersmakedecisionswithlittleinputfromsubordinatesinacentralizedorganizationDecentralizationthedegreetowhichdecisionsaremadebylower-levelemployeesdistincttrendtowarddecentralizeddecisionmaking©PrenticeHall,200210-39DefiningOrganizationStructure(cont.)Formalizationthedegreetowhichjobswithintheorganizationarestandardizedstandardization-removestheneedforemployeestoconsideralternativesextenttowhichemployeebehaviorisguidedbyrulesandproceduresemployeeallowedminimaldiscretioninhighlyformalizedjobsexplicitjobdescriptionsclearlydefinedprocedures©PrenticeHall,200210-40OrganizationalDesignDecisionsMechanisticOrganizationrigidlyandtightlycontrolledstructuretriestominimizetheimpactofdifferinghumantraitsmostlargeorganizationshavesomemechanisticcharacteristicsOrganicOrganizationhighlyadaptiveandflexiblestructurepermitsorganizationtochangewhentheneedarisesemployeesarehighlytrainedandempoweredtohandlediversejobactivitiesminimalformalrulesandlittledirectsupervision©PrenticeHall,200210-41OrganizationalDesignDecisions(cont.)ContingencyFactorsStrategyandStructure-structureshouldfacilitatetheachievementofgoalsstrategyandstructureshouldbecloselylinkedstrategyfocuseson:innovation-needtheflexibilityandfreeflowofinformationoftheorganicstructurecostminimization-seekefficiency,stability,andtightcontrolsofmechanisticstructureimitation-usestructuralcharacteristicsofbothmechanisticandorganicstructures©PrenticeHall,200210-42OrganizationalDesignDecisions(cont.)ContingencyFactors(cont.)SizeandStructure-sizeaffectsstructureatadecreasingrateTechnologyandStructuretechnology-convertsinputsintooutputsunitproduction-productionofitemsinunitsorsmallbatchesmassproduction-large-batchmanufacturingprocessproduction-continuous-processproductionmechanisticstructuresupportsroutinetechnologyorganicstructuresupportsnonroutinetechnology©PrenticeHall,200210-43OrganizationalDesignDecisions(cont.)ContingencyFactors(cont.)EnvironmentalUncertaintyandStructureonewaytoreduceenvironmentaluncertaintyistoadjusttheorganization’sstructurewithgreaterstability,mechanisticstructuresaremoreeffectivemechanisticstructuresarenotequippedtorespondtorapidenvironmentalchangethegreatertheuncertainty,thegreatertheneedforanorganicstructureorganizationsarebeingdesignedtobemoreorganicnowadays©PrenticeHall,200210-44CommonOrganizationalDesignsTraditionalOrganizationalDesignsSimpleStructure-lowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalizationcommonlyusedbysmallbusinessesasorganizationsincreaseinsize,thestructuretendstobecomemorespecializedandformalizedFunctionalStructure-groupssimilarorrelatedoccupationalspecialtiestogether©PrenticeHall,200210-45CommonOrganizationalDesigns(cont.)TraditionalOrganizationalDesigns(cont.)DivisionalStructure-composedofseparatedivisionseachdivisionhasrelativelylimitedautonomyparentcorporationactsasanexternaloverseertocoordinateandcontrolthedivisionsprovidessupportservices©PrenticeHall,200210-46StrengthsandWeaknessofCommonTraditionalOrganizationalDesigns©PrenticeHall,200210-47CommonOrganizationalDesigns(cont.)ContemporaryOrganizationalDesigns(cont.)MatrixStructure-assignsspecialistsfromdifferentfunctionaldepartmentstoworkonprojectsledbyprojectmanagersaddsverticaldimensiontothetraditionalhorizontalfunctionaldepartmentscreatesadualchainofcommandviolatesunityofcommandprojectmanagershaveauthorityinareasrelativetotheproject’sgoalsfunctionalmanagersretainauthorityoverhumanresourcedecisions(e.g.,promotions)©PrenticeHall,200210-48AMatrixOrganizationinanAerospaceFirm©PrenticeHall,200210-49CommonOrganizationalDesigns(cont.)ContemporaryOrganizationalDesigns(cont.)ProjectStructure-employeesworkcontinuouslyonprojectsemployeesdonotreturntoafunctionaldepartmentattheconclusionofaprojectallworkperformedbyteamscomprisedofemployeeswithappropriateskillsandabilitiestendstobeveryfluidandflexiblenorigiddepartmentalizationororganizationhierarchymanagersserveasfacilitatorsandmentors©PrenticeHall,200210-50UnderstandingManagerialCommunicationWhatisCommunication?Thetransferandunderstandingofmeaningifnoinformationhasbeenconveyed,communicationhasnotoccurredinterpersonalcommunication-occursbetweenpeopleorganizationalcommunication-allthepatterns,networks,andsystemsofcommunicationinanorganization©PrenticeHall,2002TheInterpersonalCommunicationProcessSenderMessageMediumReceiverEncodingNoiseFeedbackMessageDecoding©PrenticeHall,2002ActiveListeningBehaviorsParaphraseDon’tovertalkBeempatheticMakeeyecontactExhibitaffirmativeheadnodsandappropriatefacialexpressionsActiveListeningAvoiddistractingactionsorgesturesAvoidinterruptingthespeakerAskquestions©PrenticeHall,200211-53Listeningisanactivesearchformeaning,whereas__________ispassive.A. speakingB. encodingC. decodingD. hearing

Chapter16

MOTIVATING

EMPLOYEES

TheMotivationProcessUnsatisfiedNeedSatisfiedNeedSearchBehaviorDrivesTensionReductionofTension16-56TheoriesOfMotivationEarlyTheoriesOfMotivationContemporaryTheoriesOfMotivationMaslow’sHierarchyOfNeeds;McGregor’sTheoryXAndTheoryY;Herzberg’sMotivation-HygieneTheory.Threeneedstheory;Goal–settingtheory;Reinforcementtheory;Equitytheory;Expectancytheory;Maslow’sHierarchyOfNeedsPhysiologicalSafetySocialEsteemSelf-Actualization16-58EarlyTheoriesOfMotivation(cont.)McGregor’sTheoryXandTheoryYTheoryX-assumesthatworkershavelittleambition,dislikework,wanttoavoidresponsibility,andneedtobecloselycontrolledassumedthatlower-orderneedsdominatedTheoryY-assumesthatworkerscanexerciseself-direction,acceptandactuallyseekoutresponsibility,andconsiderworktobeanaturalactivity16-59Herzberg’sMotivation-HygieneTheory16-60ContemporaryTheoriesOfMotivationThree-NeedsTheoryneedforachievement

needforpower

needforaffiliation16-61ContemporaryTheoriesOfMotivation(cont.)Goal-SettingTheoryintentiontoworktowardagoalisamajorsourceofjobmotivationspecificgoalsincreaseperformancedifficultgoal,whenaccepted,resultsinhigherperformancethandoesaneasygoalspecifichardgoalsproduceahigherlevelofoutputthandoesthegeneralizedgoalof“doyourbest”participationingoalsettingisusefulreducesresistancetoacceptingdifficultgoalsincreasesgoalacceptance16-62ReinforcementTheorybehaviorissolelyafunctionofitsconsequencesbehaviorisexternallycausedreinforcers-consequencesthat,whengivenimmediatelyfollowingabehavior,affecttheprobabilitythatthebehaviorwillberepeatedmanagerscaninfluenceemployees’behaviorbyreinforcingactionsdeemeddesirableemphasisinonpositivereinforcement,notpunishmentContemporaryTheoriesOfMotivation(cont.)16-63ContemporaryTheoriesOfMotivation(cont.)EquityTheoryreferent(relevantother)maybe:other-individualswithsimilarjobsasystem-includesorganizationalpaypoliciesandadministrativesystemsself-pastpersonalexperiencesandcontacts16-64Thereferentinequitytheoryis:A.theperson,systemsorselvesagainstwhichindividualscomparethemselvesB.theperson,systemsorselvesagainstwhichjudgmentsaremadeC.theperson,systemsorselvesagainstwhichindividualscomparethemselvestoassessequityD.thepersontocomparewithSimplifiedExpectancyModelIndividualEffortIndividualPerformanceAOrganizationalRewardsBIndividualGoalsCA=Effort-performancelinkageB=Performance-rewardlinkageC=Attractiveness16-66Chapter17LEADERSHIP©PrenticeHall,200217-67早期领导理论特质理论行为理论爱荷华大学的研究俄亥俄州立大学研究密西根大学研究管理方格法民主独裁放任定规关怀员工导向生产导向五种具代表性类型权变理论菲德勒权变理论赫塞-布兰查德情境理论领导参与模型目标路径理论FiedlerModeleffectivegroupperformancedependsonmatchingtheleader’sstyleandthedegreetowhichthesituationpermitstheleadertocontrolandinfluenceLeast-PreferredCoworker(LPC)-measurestheleader’sstyleofinteractingwithsubordinateshighLPC-leastpreferredcoworkerdescribedinrelativelyfavorabletermsleaderisrelationshiporientedlowLPC-leastpreferredcoworkerdescribedinrelativelyunfavorabletermsleaderistaskorientedContingencyTheories(cont.)©PrenticeHall,200217-70ContingencyTheories(cont.)FiedlerModel(cont.)modelassumesthatleader’sstylewasalwaysthesameandcouldnotchangeindifferentsituationsthreecontingencyfactorsthatidentifyeightpossibleleadershipsituationsthatvaryinfavorabilityleader-memberrelations-degreeofconfidence,trust,andrespectmembershadforleadertaskstructure-degreetowhichjobassignmentswereformalizedandprocedurizedpositionpower-degreeofinfluencealeaderhadoverpower-basedactivities©PrenticeHall,200217-71FindingsOfTheFiedlerModelCategoryLeader-MemberRelationsTaskStructurePositionPowerIIIIIIIVVVIVIIVIIIGoodGoodGoodGoodPoorPoorPoorPoorHighHighLowLowHighHighLowLowStrongWeakStrongWeakStrongWeakStrongWeakFavorableUnfavorableModerateGoodPoorPerformanceRelationshipOrientedTaskOriented©PrenticeHall,200217-72HerseyandBlanchard’sSituationalLeadershipModel©PrenticeHall,200217-73

领导者行为高关系低任务低关系低任务高任务低关系高任务高关系授权参与推销指示（高）关系行为（支持行为）（低）任务行为（指导行为）（高）

下属的成熟度高

中低成熟不成熟R4：有能力并愿意R3：有能力但不愿意R2：无能力但愿意R1：无能力且不愿意ContemporaryIssuesInLeadershipLeadersandPowerfivesourcesofpowerlegitimate-authorityassociatedwithapositioncoercive-abilitytopunishorcontrolfollowersreactoutoffearreward-abilitytogivepositivebenefitsprovideanythingthatanotherpersonvaluesexpert-influencebasedonspecialskillsorknowledgereferent-arisesbecauseofaperson’sdesirableresourcesorpersonaltraitsleadstoadmirationanddesiretobelikethatperson©PrenticeHall,200217-76WhatIsControl?Controltheprocessofmonitoringactivitiestoensurethattheyarebeingaccomplishedasplannedandofcorrectingsignificantdeviationscontrolsystemsarejudgedintermsofhowwelltheyfacilitategoalachievementmarketcontrol-emphasizestheuseofexternalmarketmechanismstoestablishstandardsofperformance18-77WhatIsControl?(cont.)Controlbureaucraticcontrol-emphasizesorganizationalauthorityreliesonadministrativerules,procedures,andpoliciesdependsonstandardizationofactivities,well-definedjobdescriptions,andotheradministrativemechanismsclancontrol-behaviorregulatedbysharedvalues,traditions,andotheraspectsoforganizationalculturefoundwhereteamsarecommonandtechnologychangesoften18-78TheControlProcess©PrenticeHall,200218-79TypesOfControlInputOutputProcessesAnticipatesproblemsFeedforwardControlCorrectsproblemsaftertheyoccurFeedbackControlCorrectsproblemsastheyhappenConcurrentControl©PrenticeHall,200218-80Chapter20CONTROLLINGFORORGANIZATIONALPERFORMANCE©PrenticeHall,200220-81PopularFinancialRatios©PrenticeHall,200220-82BalancedScorecardApproachperformancemeasurementtoolthatexaminesfourareasfinancialcustomerinternalprocessespeople/innovation/growthassetsdeterminewhethergoalsineachareaarebeingmetfocusisstillonareasthatdrivetheorganization’ssuccessscorecardsreflectorganizationalstrategiesToolsForMonitoringPerformance(cont.)©PrenticeHall,200220-83SectionI:SingleSelectionItem(Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion,2pointseach)1.Managerswhoareresponsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganizationare_____________.a. first-linemanagersb. topmanagersc. productionmanagersd. researchmanagers(b)2.The14principlesofmanagementareassociatedwithwhom?a. Weberb. Druckerc. Taylord. Fayol(d)Personswhoareabletoinfluenceothersandwhopossessmanagerialauthorityaretermed______________.a. managersb. leadersc. organizersd. visionar