管理学基本概念

导论：基本概念和管理思想发展史管理四项职能FourFunctions:计划

Planning组织

Organizing领导

Leading控制

Controlling一、IntroductionWhoaremanagers?Whatismanagement?Whatdomanagersdo?(ManagementFunctions;ManagementSkills)Whatisanorganization?1、organizationDeliberatearrangementofpeopletoaccomplishsomespecificpurposedistinctpurposecomposedofpeoplesystematicstructure2、ManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivities.3、Levelsofmanager:Firstlinemanager:Managersatthelowestleveloftheorganizationwhomanagetheworkofnonmagagerialemployeeswhoareinvolvedwiththeproduction.supervisorforemenfirstlinemanagerMiddlemanager：

managersbetweenthefirst-linelevelandthetopleveloftheorganizationwhomanagetheworkoffirst-linemanagers.Topmanager：managerswhoareresponsibleformakingorganization-widedecisionsandestablishingthegoalsandplansthataffecttheentireorganization.Alllevelsofmanagementbetweenthesupervisorylevelandthetopleveloftheorganizationaretermed_____________.A.middlemanagers.B.first-linemanagers.C.supervisors.D.foremen.E.coaches.4、Management

Theprocessofcoordinatingworkactivitiessothat

theyarecompletedefficientlyandeffectively

withandthroughotherpeopleIfyouuselessresourcestoproduceacertainamountofproduct,thatmeansyouhaveincreasedefficiency.Ifyoucangetmoreoutputfromthegiveninputs,you’vegothigherefficiency.Efficiency:doingthingsrightEffective:dotherightthingsAnautomobilemanufacturerthatincreasedthetotalnumberofcarsproducedatthesamecost,butwithmanydefects,wouldbe_____________.a.efficientandeffective.b.increasingefficiency.c.increasingeffectiveness.d.concernedwithinputs.e:concernedwithoutputs.

5.ManagementSkills：古典管理思想：Scientificmanagement:Frederick

Taylor“PrinciplesofScientificManagement”waswrittenbyFrederickTaylor.

“Onebestway”isthephrasemostassociatedwithscientificmanagement.一般管理理论：Fayol&Webber.HenryFayol亨利·法约尔-concernedwithmakingtheoverallorganizationmoreeffective-developedtheoriesofwhatconstitutedgoodmanagementpracticeMaxWeber马克斯·韦伯（科层组织理论）Seekstocreateanorganizationthatleadstobothefficiencyandeffectiveness.MaxWeberdevelopedtheconceptofbureaucracy.Bureaucracy-idealtypeoforganizationAformalsystemoforganizationandadministrationtoensureeffectivenessandefficiency.WeberdevelopedtheSixprinciples:(P33)DivisionofLaborAuthorityHierarchyFormalSelectionFormalRulesandRegulationsImpersonalityCareerOrientation中期管理思想：

Mayo的霍桑实验

工业人际关系学说组织行为学。在美国Chicago郊外西方电器公司的霍桑工厂中进行的一系列实验开创了工业人际关系研究的先河。Mayo’sTheory1、Economicrewards(incentivepay)bythemselveshavelittleeffectinproductionlevels.工人是社会人，而非经济人。2、Informalworkgroupsandthesocialenvironmenthavegreatinfluenceonproductivity.3、Leadershipisacrucialelementintheworksituationandthereisadifferenceinformalandinformalleadership.三、Planning

ManagementEnvironmentDecisionMakingPlanning&StrategicManagement

1、Decision-MakingThedecision-makingprocessThreeperspectiveonhowtomakedecisions:rationality;boundedrationalityandintuitionTypesofproblemsanddecisionsDecision-makingconditions（1）

决策过程

Decision:Achoicefromtwoormorealternatives（2）DecisionMaking决策风格：理性，有限理性，直觉Managerialdecision-makingisassumedtoberational.Intuition:subconsciousprocessofmakingdecisionsonthebasisofexperienceandaccumulatedjudgment，doesnotrelyonasystematicorthoroughanalysisoftheproblemManagersregularlyusetheirintuitionindecision-making.（3）Well-StructuredProblems-straightforward,familiarandeasilydefined–

ProgrammedDecisions-usedtoaddressstructuredproblems•

procedure-seriesofinterrelatedsequentialstepsusedtorespondtoastructuredproblem•

rule-explicitstatementofwhattodoornottodo•

policy-guidelinesorparametersfordecisionmakingPoorly-StructuredProblems-new,unusualproblemsforwhichinformationisambiguousorincompleteNonprogrammedDecisions-usedtoaddresspoorly-structuredproblems（4）Decision-MakingConditions2、

战略管理战略类型:公司层Determinesthedirectionthattheorganizationisgoingandtherolesthateachbusinessunitintheorganizationwillplayinpursuingthatdirection.业务层职能层公司层:

稳定战略、增长战略和紧缩战略BCGMatrixHighLowHighLowProductSalesGrowthRateRelativeMarketShare

Cashcows(lowgrowth,highmarketshare)–businessesinthiscategorygeneratelargeamountsofcash,buttheyprospectsforfuturegrowtharelimited.Stars(highgrowth,highmarketshare)–thesebusinessesareinafast-growingmarket,andholdadominantshareofthatmarket.Theircontributiontocashflowdependsontheirneedforresources.Questionmarks(highgrowth,lowmarketshare)–thesebusinessesareinanattractiveindustry,butholdasmallmarketsharepercentage.Dogs(lowgrowth,lowmarketshare)–businessesinthiscategorydonotproduce,orconsume,muchcash.However,theyholdnopromiseforimprovedperformance.事业层战略

四、组织DepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFunctionalstructureanddivisionalstructure

1、Departmentalization部门化根据某个标准，把工作和人员组编成可供管理的单元，即形成不同部门，规定各个部门的职责以及他们之间的相互关系。（横向分工）functionalproductgeographical-process-customerGroupingsportingequipmentinonearea,men'sclothinginanotherarea,andcosmeticsinathirdarea,isanexampleofwhatkinddepartmentalization? a. customer b. product c. geographic d. process e. outcome2、纵向：chainofcommand命令链职权和职责Authority\Responsibility管理幅度：spanofcontrolnumberofemployeesthatamanagercanefficientlyandeffectivelymanage

CentralizationandDecentralizationCentralization:thedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization,usuallyintheupperlevelsoftheorganization.Decentralization:thehandingdownofdecision-makingauthoritytolowerlevelsinanorganization.

3、OrganizationalStructureSimplestructureFunctionalstructureDivisionalstructure-composedofseparatedivisions(SBU)Matrixstructure五、

领导MotivatingemployeesMaslow’shierarchyofneedstheoryHerzberg’smotivation-hygienetheoryEquitytheoryExpectancytheoryIndividualbehaviorsv

Personality,perception,learning,andmotivationGroupbehaviorsv

Norms,roles,team-andconflictMotivation

&Leadership１、激励：Motivation从被领导者地角度来分析组织成员行为产生、发展的规律。２、Leadership这是从领导者的角度来研究,为了诱导成员提供组织所需的贡献，领导者应该具备哪些素质？运用何种领导方法？1、激励马斯洛理论双因素理论公平理论期望理论AccordingtoHerzberg,inordertoprovideemployeeswithjobsatisfaction,managersshouldconcentrateon a. hygienefactors. b. issuessuchaspay. c. motivatorfactors. d. extrinsicfactors. e. non-motivators.LeadershipPower权力来源领导行为方式理论Examplesofanorganization's______________powerincludeperformanceappraisals,promotions,andinterestingworkassignments.A.legitimateB.statusC.expertD.coerciveE.Reward1、是非题（True/FalseQuestion）14题

每题1分

共14分

只需判断对错，无需改错。2、单项选择（MultipleChoice）18题

每题2分

共36分3、简答题（EssayQuestions）3题

每题10分共30分4、论述题20分

PartI.True/FalseQuestion（14*1＇=14＇）1、Conceptualskillsbecomelessimportantasamanagermovesintotopmanagement.()2.

Accordingtothetext,thegoalofefficiencyistominimizeresourcecosts.（）3、Porter‘scompetitivestrategiesframeworkoutlineshowmanagementcancreateandsustainacompetitiveadvantagethatwillgiveacompanyabove-averageprofitability.（）4、Whendecisionstendtobemadeatlowerlevelsinanorganization,theorganizationissaidtobedecentralized.()5、Anontaxableorganization,suchastheBoyScouts,cannotbeconsideredanorganization.PartII.MultipleChoice（18*2＇=36＇）Thepowerutilizedwhenabossthreatenstodismissanemployeeifhe/shedoesnotcomplywithademandis______________. a. rewardpower. b. coercivepower. c. expertpower. d. referentpower. e. legitimatepower._____________areorganizationalmemberswhointegrateandcoordinatetheworkofothers.

a. Managers b. Teamleaders c. Subordinates d. Operatives e. AgentsScenariosandQuestionsImaginethatyouaretheCEOofPepsiCoandyouarehavingyourannualmeetingstomakestrategicdecisionsandformulateplansforthefuture.Youneedtoconsiderseveralnewpotentialbusinesspurchasesanddecideuponhowtobestsupportthemanydiversecompanieswithinthecorporatefamily.1、Whenyouandtherestofthetopmanagementteamaredecidinguponwhetheryoushouldpurchaseahardwarechain,morerestaurantsorfood-relatedbusinesses,i.e.,decidingonwhichtypesofbusinessesyoushouldbein,thiswouldbeconsidereddevelopinga______________strategy. a. functional b. strategicbusinessunit c. business-level d. global e. corporate-level2、WhenPepsiCodecidedtoselltheirKFCandTacoBellcompanies,thisisknownasdeveloping______________strategy.

a. functional b. strategicbusinessunit c. business-level d. global e. corporate-level3、IfyoudecidetodevelopuniquemissionsandstrategiesforFrito-Lay,separatefromotherPepsiCobusinesses,theywouldbeknownasa a. businesschain. b. strategicbusinessunit. c. corporatefunctionalunit. d. planninggroup. e. workteam.PartIII.EssayQuestions（3*10＇=30＇）Inashortessay,listthreerelatedquestionsthatcanapplytodecisionsforeachofthefollowingmanagementfunctions:planning,organizing,leading,andcontrol.

Inashortessay,listanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformthedutiesandactivitiesassociatedwithbeingamanager.

AnswerTechnicalskills–includeknowledgeofanproficiencyinacertainspecializedfield,suchasengineering,computers,accounting,ormanufacturing.Theseskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork.Humanskills–i