Chapter 1 Introduction to Management and Organizations
TRUE/FALSE QUESTIONS
A MANAGER’S DILEMMA
.
1.Today’s managers are just as likely to be women as they are men
.
2.Management affects employee morale but not a company’s financial performance
WHO ARE MANAGERS?
3.In order to be considered a manager, an individual must coordinate the work of others.
4.Supervisors and foremen may both be considered first-line managers.
WHAT IS MANAGEMENT?
5.Effectiveness refers to the relationship between inputs and outputs.
6.Effectiveness is concerned with the means of getting things done, while efficiency is concerned with
the attainment of organizational goals.
7. A goal of efficiency is to minimize resource costs.
8.Efficiency is often referred to as “doing things right.”
9.Managers who are effective at meeting organizational goals always act efficiently.
WHAT DO MANAGERS DO?
10.The four contemporary functions of management are planning, organizing, leading, and controlling.
11.Determining who reports to whom is part of the controlling function of management.
12.Directing and motivating are part of the controlling function of management.
are basically equivalent to M intzberg’s management roles.
13.Fayol’s management functions
14.The roles of figurehead, leader, and liaison are all interpersonal roles.
15.Disturbance handler is one of Mintzberg’s interpersonal roles.
16.Mintzberg’s informational management role involves receiving, collecting, and disseminating
information.
17.Mintzberg’s resource allocation role is similar to Fayol’s planning
function because it involves the
.
coordination of employee’s activities
18.Resource allocation and disturbance handling are both considered decisional roles.
19.A finance manager who reads the Wall Street Journal on a regular basis would be performing the
figurehead role.
20.Katz found that managers needed three essential skills: technical, human, and informational.
21.Technical skills become less important as a manager moves into higher levels of management.
22.Conceptual skills become less important as a manager moves into top management.
abstract situations.
23.Interpersonal skills involve a manager’s ability to think about
24.Coaching and budgeting are skills closely related to the management function of leading.
25.Budgeting is a skill that is related to both planning and controlling.
26.In today’s world, organizational managers at all levels and in all areas need to encourage their
employees to be on the look-out for new ideas and new approaches.
27.Only first-line managers and employees need to be concerned with being customer-responsive.
28.Innovation is only important in high-tech firms.
WHAT IS AN ORGANIZATION?
29.A distinct purpose is important in defining an organization.
30.A nontaxable organization, such as the United Way, cannot be considered an organization.
MULTIPLE-CHOICE QUESTIONS
For each of the following choose the answer that most completely answers the question.
A MANAGER’S DILEMMA
31.Which of the following statements regarding managers in today’s world is accurate?
a.Their age range is limited to between 30 and 65.
b.They are found only in large corporations.
c.They can be found exclusively in for-profit organizations.
d.The single most important variable in employee productivity and loyalty is the quality of the
relationship between employees and their direct supervisors.
32.According to data collected by Catalyst, a nonprofit research group, _________ percent of corporate
officers in Fortune 500 companies are women.
a.55.3
b.15.7
c.39.7
d.21.9
WHO ARE MANAGERS?
33.Someone who works with and through other people by coordinating their work activities in order to
accomplish organizational goals is ___________.
a.an assembly line worker
b. a laborer
c. a manager
d. a salesperson
34.In the past, nonmanagerial employees were viewed as employees who ___________.
a.reported to top executives
b.reported to middle managers
c.supervised others
d.had no others reporting to them
35.Which of the following types of managers is responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire organization?
a.first-line managers
b.top managers
c.production managers
d.research managers
36.All levels of management b etween the supervisory level and the top level of the organization are
termed _____________.
a.middle managers
b.first-line managers
c.supervisors
d.foremen
37.Which of the following levels of management i s associated w ith positions such as executive vice
president, chief operating officer, chief executive officer, and chairman of the board?
a.team leaders
b.middle managers
c.first-line managers
d.top managers
38.Agency head or plant manager is most likely associated with which of the following?
a.team leaders
b.middle managers
c.first-line managers
d.top managers
39.The lowest level of management is ______________.
a. a nonmanagerial employee
b. a department of research manager
c. a vice president
d. a first-line manager
40.Supervisor is another name for which of the following?
a.team leader
b.middle manager
c.first-line manager
d.top manager
41.Managers with titles such as regional manager, project leader, or plant manager are
_______________.
a.first-line managers
b.top managers
c.production managers
d.middle managers
42.Which of the following best reflects the management structure of a traditional organization?
a.pyramid
b.circle
c.hub with spokes
d.infinite line
43.Division manager is associated with which of the following levels of management?
a.team leaders
b.middle managers
c.first-line managers
d.top managers
WHAT IS MANAGEMENT?
44._____________ is the process of getting activities completed efficiently and effectively with and
through other people.
a.Leading
b.Management
c.Supervision
d.Controlling
45.The distinction between a managerial position and a nonmanagerial position is _______________.
a.planning the work of others
b.coordinating the work of others
c.controlling the work of others
https://www.doczj.com/doc/b16349561.html,anizing the work of others
46.Which of the following is an example of an efficient manufacturing technique?
a.cutting inventory levels
b.increasing the amount of time to manufacture products
c.increasing product reject rates
d.decreasing product output
47.Wasting resources is considered to be an example of managerial _____________.
a.efficiency
b.effectiveness
c.inefficiency
d.ineffectiveness
48.An automobile manufacturer that increased the total number of cars produced at the same cost, but
with many defects, would be _____________.
a.efficient and effective
b.increasing efficiency
c.increasing effectiveness
d.concerned with inputs
49.Effectiveness is synonymous with _____________.
a.cost minimization
b.resource control
c.goal attainment
d.efficiency
50.Efficiency refers to _____________.
a.the relationship between inputs and outputs
b.the additive relationship between costs and benefits
c.the exponential nature of costs and outputs
d.increasing outputs regardless of cost
51.In successful organizations, ______________.
a.low efficiency and high effectiveness go hand in hand
b.high efficiency and low effectiveness go hand in hand
c.high efficiency and high effectiveness go hand in hand
d.high efficiency and high equity go hand in hand
52.Whereas _____________ is concerned with the means of getting things done, _____________ is
concerned with the ends, or attainment of organizational goals.
a.effectiveness; efficiency
b.efficiency; effectiveness
c.effectiveness; goal attainment
d.goal attainment; efficiency
WHAT DO MANAGERS DO?
MANAGEMENT FUNCTIONS
53.How many management functions were originally proposed in the early part of the twentieth century?
a.three
b.four
c.five
d.nine
54._____________ was a French industrialist who first identified the basic management functions.
a.Weber
b.Taylor
c.Herzberg
d.Fayol
55.Today, the basic management functions are considered to be ______________.
a.planning, coordinating, staffing, and directing
b.planning, organizing, leading, and directing
https://www.doczj.com/doc/b16349561.html,manding, organizing, leading, and staffing
d.planning, organizing, leading, and controlling
56.Which of the following management functions from the mid-1950s is no longer included in the basic
functions of management?
https://www.doczj.com/doc/b16349561.html,manding
b.staffing
c.leading
d.controlling
57.Writing an organizational strategic plan is an example of the ______________ management function.
a.leading
b.coordinating
c.planning
https://www.doczj.com/doc/b16349561.html,anizing
https://www.doczj.com/doc/b16349561.html,anizing includes _____________.
a.defining organizational goals
b.hiring organizational members
c.motivating organizational members
d.determining who does what tasks
59.A manager resolving conflict among organizational members is performing what function?
a.controlling
https://www.doczj.com/doc/b16349561.html,manding
c.directing
d.leading
60.The process of monitoring, comparing, and correcting is called _____________.
a.controlling
b.coordinating
c.leading
https://www.doczj.com/doc/b16349561.html,anizing
MANAGEMENT ROLES
61.__________ developed a categorization scheme for defining what managers d o, consisting of 10
different but highly interrelated roles.
a.Henri Fayol
b.Henry Ford
c.Henry Mintzberg
d.Henry Morris
62.According to Mintzberg’s management roles, the _____________ roles are those that involve people
and other duties that are ceremonial and symbolic in nature.
https://www.doczj.com/doc/b16349561.html,rmational
b.interpersonal
c.technical
d.decisional
63.The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important a t
the __________ levels of the organization.
a.lower
b.middle
c.higher
d.supervisory
64.Which of the following is not an example of a decisional role according to Mintzberg?
a.spokesperson
b.entrepreneur
c.disturbance handler
d.resource allocator
65.A human resource manager attending a local Society for Human Resource Management meeting
would be functioning in which role?
https://www.doczj.com/doc/b16349561.html,rmational
b.leader
c.liaison
d.disseminator
66.A finance manager who reads the Wall Street Journal on a regular basis would be performing which
role?
a.figurehead
b.monitor
c.disseminator
d.interpersonal
67.The _____________ role is more important for lower-level managers than it is for either middle- or
top-level managers.
a.leader
b.entrepreneur
c.spokesperson
d.disseminator
68.The emphasis that managers give to various roles seems to be based on their _____________.
https://www.doczj.com/doc/b16349561.html,anizational level
b.tenure with the organization
c.experience in their field
d.personality
69.Which of the following is not an example of an interpersonal role according to Mintzberg?
a.figurehead
b.leader
c.liaison
d.spokesperson
70.According to Mintzberg’s management roles, the ______________ roles involve receiving,
collecting, and disseminating information.
a.interpersonal
https://www.doczj.com/doc/b16349561.html,rmational
c.technical
d.decisional
71.All of the following are examples of informational roles according to Mintzberg except
____________.
a.liaison
b.monitor
c.disseminator
d.spokesperson
72.Which of the following is not an example of a decisional role according to Mintzberg?
a.spokesperson
b.entrepreneur
c.disturbance handler
d.resource allocator
73.All of the following are managerial roles that are more important at the higher levels of the
organization except ________________.
a.leader
b.disseminator
c.figurehead
d.negotiator
74.Which of the fol lowing represents the most useful way of describing the manager’s job?
a.roles
b.functions
c.skills
https://www.doczj.com/doc/b16349561.html,anizational level
roles align with the basic functions of management. For example, the
75.Many of Mintzberg’s
_____________ role is a part of planning.
a.figurehead
b.leader
c.liaison
d.resource allocation
interpersonal roles are part of the _____________ function.
76.All three of Mintzberg’ｓ
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b.planning
c.leading
d.controlling
MANAGEMENT SKILLS
77.Which of the following identified the three essential managerial skills?
a.Katz
b.Lewisberg
c.Raines
d.Chambers
78.The three essential managerial skills include _____________.
a.technical, human, and empirical
b.human, empirical, and conceptual
c.technical, interpersonal, and controlling
d.technical, human, and conceptual
79.Understanding building codes would be considered a _____________ skill for a building contractor.
a.human
b.technical
c.conceptual
d.empirical
80.Which of the following is true concerning technical and managerial skills?
a.Human skills and technical skills remain equally important as managers move to higher levels.
b.Technical-skill needs remain necessary and human skills decrease as managers move to higher
levels.
c.Human skills remain necessary and technical-skill needs decrease as managers move to higher
levels.
d.Both human-skill and technical-skill needs decrease as managers move to higher levels.
81.Managers with good __________ are able to get the best out of their people.
a.human skills
b.conceptual skills
c.technical skills
d.visual skills
82.Technical skills include _______________.
a.leadership and efficiency in a certain specialized field
b.knowledge of and proficiency in a certain specialized field
c.familiarity with and interest in a general field of endeavor
d.skill and interest in a general field of endeavor
83.The ability to work well with other people, both individually and in a group, requires
________________.
a.technical skills
b.assessment skills
c.planning skills
d.human skills
84.Which of the following types of skills are described with terms such as abstract situations and
visualization?
a.interpersonal
b.human
c.technical
d.conceptual
85.Which one of the following phrases is best associated with managerial conceptual skills?
a.decision making
https://www.doczj.com/doc/b16349561.html,municating with customers
https://www.doczj.com/doc/b16349561.html,ing information to solve business problems
d.product knowledge
86.Which of the following skills are more important at lower levels of management, as these managers
are dealing directly with employees doing the organization’s work?
a.human
b.technical
c.conceptual
d.empirical
87.Budgeting is associated with the management functions of planning and _____________.
a.directing
https://www.doczj.com/doc/b16349561.html,anizing
c.leading
d.controlling
88.Mentoring is primarily associated with the management function of _____________.
a.planning
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c.leading
d.controlling
WHAT IS AN ORGANIZATION?
89.An organization is ______________.
a.the physical location where people work
b. a collection of individuals working for the same company
c. a deliberate arrangement of people to accomplish some specific purpose
d. a group of individuals focused on profit making for their shareholders
90.One of the common characteristics of all organizations is ____________, which is typically
goals.
expressed in terms of the organization’ｓ
a.its people
b.its goals
c.its systematic structure
d.its purpose
91.One of the common characteristics of all organizations is _____________, which clarifies members’
work relationships.
a.its people
b.its goals
c.its deliberate structure
d.its purpose
92.A deliberate arrangement of people to accomplish some specific purpose is _____________.
a. a structure.
b. a process.
c.an organization.
d.an assembly operation
93.A difference between traditional organizations and new organizations is that the new organizations
tend to be more _____________.
a.stable
https://www.doczj.com/doc/b16349561.html,mand oriented
c.rule oriented
d.dynamic
WHY STUDY MANAGEMENT?
94.Which of the following best describes the concept that management is needed in all types and sizes
of organizations, no matter the country in which they’re located?
a.the partiality of management
b.the segmentation of management
c.the universality of management
d.the cultures of management
95.Universality of management means that _____________
a.all managers in all organizations perform the four management functions
b.all managers in all organizations can perform their job the same way
c.all organizations can hire any manager to perform the management jobs
d.any manager can work in any organization and perform any management job
96.As members of the general public, we have a vested interest in improving the way organizations are
managed because _________________.
a.we stand to benefit personally from an individual organization’s profits
b.we interact with organizations every single day of our lives
, we won’t have a place to work in the future
c.if organizations don’t improve
https://www.doczj.com/doc/b16349561.html,anizations supply inputs to other organizations
https://www.doczj.com/doc/b16349561.html,anizations that are well managed ____________.
a.choose the best suppliers for their products
https://www.doczj.com/doc/b16349561.html,pete on an international basis because they have the best products
c.always have the lowest-cost products
d.develop a loyal customer base, grow, and prosper
98.According to management expert Peter Drucker, management is about ______________.
a.profits
b.people
c.planning
d.participation
99.Which of the following types of managerial positions is most likely to involve clerical duties?
a.shift supervisor
b.regional department head
c.project manager
d.chief executive officer
100. A manager’s success is typically _______________.
a.dependent on how hard the manager works
b.how closely the manager supervises the employees
c.based on how skilled the manager is at the technical elements of the job
d.dependent on others’ work performance
101. A primary responsibility of managers is creating a work environment that _______________.
a.is safe and well lit
b.is clean and organized
c.allows employees to do their work to the best of their ability
d.provides excellent customer service
102.Managers often ______________.
a.are prevented from making business decisions
b.change their career paths during their work lives
c.have opportunities to think creatively and use their imaginations
d.must depend on their employees for guidance in dealing with superiors
103.Which of the following represents a challenge of management?
a.enjoy relatively easy work
b.work with a variety of people
c.have little influence on organizational outcomes
d.have to deal with a variety of personalities
104.Each of the following represents a challenge of management except _______________.
a.must operate with limited resources
b.are highly valued by organizations
c.must motivate workers in uncertain situations
d.success depends on others’ performance
SCENARIOS AND QUESTIONS
For each of the following choose the answer that most completely answers the question.
WHO ARE MANAGERS?
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic”
managerial training to the engineers in the research and development unit of the new sister company. To make sure you are covering the necessary issues, your boss has asked to see an overview of materials that you will be providing the engineers.
105.Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose, they could be described as a(n) _____________.
a.business unit
b.multinational company
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d.holding company
106.One of the first things the engineers n eed to learn is that _____________ are the people who direct the activities of others in an organization.
a.directors
b.managers
c.subordinates
d.line workers
107.Another fact that engineers need to learn is that supervisors may frequently be referred to as _____________.
a.middle managers
b.top managers
c.project leaders
d.first-line managers
108.Many of the engineers in the group are unclear about what managers actually do. Your training materials explain that a manager’s job focuses on
_____________.
a.the performance of clerical duties
b.personal achievement
c.helping others accomplish their work goals
d.supervising groups rather than individual employees
The Customer Meeting (Scenario)
Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.
109.What is the commonality among Kelly, Ben, Dan, and McKenna?
a.They all produce the same product.
b.They all have the same job content.
c.They all are managers.
d.They all have the same vision.
110.Kelly is considered to be what level of management?
a.top manager
b.superintendent of assembly
c.middle manager
d.first-line manager
111.Ben and Dan are considered to be what level of management?
a.top managers
b.middle managers
c.superintendents of assembly
d.first-line managers
112.McKenna is considered to be what level of management?
a.top manager
b.superintendent of assembly
c.middle manager
d.first-line manager
113.The structure of the managerial relationships among McKenna, Dan, Ben, and Kelly can best be described as a ____________.
a.flexible work group
b.traditional pyramid structure
c.innovative nuclear structure
https://www.doczj.com/doc/b16349561.html,munication hub
WHAT IS MANAGEMENT?
The Perfect Manager (Scenario)
Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate
with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this
with fewer full-time people than other managers. Some say that the secret of her success is in her ability
to delegate responsibility and her understanding of the basic “management functions.”114.Brenda’s ability to complete activities efficiently and effectively with and through other people is known as _____________.
a.management
b.leadership
c.coercion
d.delegation
produce the same amount of product with fewer personnel is a reflection of her 115.Brenda’s ability to
___________.
a.effectiveness
b.process skills
c.leadership
d.efficiency
116.The fact that Brenda completes her projects is an indication of her _____________ as a manager.
a.leadership
b.effectiveness
c.efficiency
d.attention to detail
117.If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ____________.
a.efficient, but not effective
b. a leader, but not a top manager
c.project oriented, but not effective
d.effective, but not efficient
118.The “management functions” exemplified by Brenda include all but which of the following?
a.planning
b.controlling
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d.calibrating
WHAT DO MANAGERS DO?
Joe the Manager (Scenario)
As a production supervisor, Joe decides on Friday afternoon how many units of output his employees
will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.
119.When Joe decides how many units of output his employees will be able to produce and on which days certain products will be run, he is performing which of the management functions?
a.controlling
b.leading
c.planning
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120.When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the management functions?
a.controlling
b.leading
c.planning
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121.When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions?
a.controlling
b.leading
c.planning
https://www.doczj.com/doc/b16349561.html,anizing
The Busy Day (Scenario)
Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 A.M. and read his agenda for the day. He is giving two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the east coast. Don then has a meeting with the unit manager, Phil Johnson, to discuss
e (a task Don always hates). Next, Don is spending a couple o
f hours Phil’s recent drop in performanc
reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis
for his presentation next week to the division president. Finally, in the late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager.
122.Together, all of the functions that Don performs during his busy day correspond to the management roles discovered in the late 1960s by which one of the following management researchers?
a.Herzberg
b.Skinner
c.Mintzberg
d.Fayol
123.When Don conducts the tour for the east coast managers, he will be operating in which of the management roles?
a.leader
b.liaison
c.monitor
d.figurehead
performance issues, Don will be operating in which 124.When Don meets with Phil to discuss Phil’ｓ
management role?
a.leader
b.figurehead
c.monitor
d.disturbance handler
125.What role will Don be performing when he gives the plant tour to the newspaper reporter?
a.monitor
b.figurehead
c.disseminator
d.spokesperson
126.When Don reviews the new equipment malfunction, what management role will he play when deciding whether to bring in extra people?
a.monitor
b.disseminator
c.resource allocator
d.disturbance handler
The General Manager (Scenario)
Michael is the general manager of a production facility. In a routine day, Michael might meet with city
ce in the community. After officials or civic leaders about environmental issues due to the plant’s presen
functional managers to discuss the concerns expressed these meetings, he will then meet with the plant’s
by the city representatives. Other times, Michael might meet with the production manager, Betty, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. Michael might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.
127.When Michael gains information from city officials or civic leaders to learn how the plant’s operations may be affecting the environment, he is performing which management role?
a.leader
b.resource allocator
c.entrepreneur
d.monitor
128.When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role?
a.resource allocator
b.disturbance handler
c.liaison
d.figurehead
129.When Michael meets with the functional managers to share with them the results of the meeting with city officials or civic leaders, he is performing which management role?
a.disseminator
b.liaison
c.disturbance handler
d.negotiator
130.When Michael spends time on the Internet looking for new technologies that can be used in the production processes of his plant, he is performing which management role?
a.leader
b.entrepreneur
c.spokesperson
d.disturbance handler
131.Michael’s search for new technologies that can be used in the production processes of his plant is an example of which type of management role?
a.interpersonal
https://www.doczj.com/doc/b16349561.html,rmational
c.decisional
d.controlling
132.Michael’s search for new technologies that can be used in the production processes of his plant is an example of which type of management skill?
a.conceptual
https://www.doczj.com/doc/b16349561.html,munication
c.effectiveness
d.interpersonal
ESSAY QUESTIONS
WHO ARE MANAGERS?
133.In a short essay, explain how the definition of a manager has changed o ver time. Provide an example that illustrates the current definition.
134.In a short essay, describe the similarities and differences between managerial and nonmanagerial
.
positions in today’s work environment
135.In a short essay, describe and provide examples of first-line, middle, and top managers.
WHAT IS MANAGEMENT?
136.In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.
WHAT DO MANAGERS DO?
137.In a short essay, list and explain the four basic functions of management.
138.In a short essay, list and discuss 7 of the 10 managerial roles developed by Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.
139.In a short essay, discuss which approach is more useful for describing the job of a manager—functions or roles? Describe the contributions of both approaches.
140.In a short essay, d escribe the three main types of managerial skills identified by Robert Katz.
Which skills are most important to each level of management, and why?
WHY STUDY MANAGEMENT?
141.In a short essay, discuss the importance of studying management. Next, list at least five rewards and five challenges of being a manager.
罗宾斯《管理学》第11版知识点总结 第一章管理与组织导论 管理者之所以重要，是因为：时代的不确定性需要管理者的管理技能和能力；管理者对工作的顺利完成至关重要；管理者对组织举足轻重。 管理者通过协调和监管其他人的活动以达到组织目标。 基层-中层-高层管理者 组织是对人员的一种精心安排，以实现某个特定目标。 管理是协调和监管其他人的工作活动，从而使他们有效率，有效果地完成工作。 效率是指以尽可能少的投入获得尽可能多的产出。（正确地做事）效果是指完成工作活动以实现组织的目标。（做正确的事）三种描述管理者做什么的方法：职能、角色、技能。 管理职能： 亨利?法约尔一一计划、组织、指挥、协调、控制 当今本教材一一计划、组织、领导、控制 明茨伯格的管理角色： 人际关系角色（挂名首脑、领导者、联络者）、信息传递角色（监听者、传播者、发言人）、决策制定角色（企业家、混乱驾驭者、资源分配者、谈判者） 卡茨关于管理技能的理论： 技术技能、人际技能、概念技能 管理者面临的变化：数字化、对组织和管理伦理的更多强调、更激烈的竞争、不断变化的安全威胁；顾客重要性的提升、创新重要性的提升、可持续性重要性的提升。 为什么学管理？管理的普遍性；工作的现实；管理者的回报。 附加模块——管理史 亚当?斯密在1776年出版的《国富论》中提出了劳动分工/工作专业化。 管理方法的四个时期：古典方法（科学管理，一般管理）一一定量方法一一行为方法（早 期倡导者，霍桑研究，组织行为）一一当代方法（系统方法，权变方法） 科学管理弗雷德里克?泰勒以及弗兰克.吉尔布雷斯和莉莲.吉尔布雷斯 科学管理一一使用科学的方法来确定一种完成工作的最佳方法”。 泰勒一一生铁块搬运实验，砌砖实验 吉尔布雷斯夫妇测微计时表的发明 一般管理理论一一更多地关注管理者做什么以及什么构成了良好的管理行为。 法约尔一一管理职能，14条管理原则 马克思.韦伯一一德国社会学家，认为理想的组织类型是官僚行政组织一一一种以劳动分工、定义清晰的等级制、详细的规章制度以及非个人的关系为特征的组织形式。 组织行为学一一对工作中的人的行为进行研究的研究领域。 早期倡导者（人是企业最重要的资产）：罗伯特.欧文、雨果.芒斯特博格、玛丽.福莱特、 切斯特.巴纳德。 霍桑实验一一社会规范或群体标准是个体工作行为的主要决定因素。提出了人在组织中的作用。 定量管理采用定量技术来改进决策。（管理科学） 定量方法一一统计学、优化模型、信息模型和计算机模拟运用于管理活动。全面质量管理一一专注于持续改进以及对顾客的希望和需求作出回应。 系统一一封闭系统和开放系统。当管理者协调自己组织中各个部分的工作活动时，他们需要确保所有这些部分都在共同努力，以使组织的目标得以实现。系统方法意味着组织的某个部分的决策和行为将会影响组织的其他部分。系统方法认识到组织并不是自给自足的。 系统方法认为，一个组织从环境中获取输入，将这些资源转化或加工为输出，而这些输出又被分配到
●什么是动机？ 动机：一种过程，它体现了个体为实现目标而付出努力的强度、方向和坚持性 ●早期的动机理论 马斯洛的需求层次理论 ·需求层次理论：马斯洛的这个理论认为人的需求——生理需求、安全需求、社会需求、尊重需求和自我实现需求——构成了一种层级结构 1·生理需求：一个人对食物、水、住所、性以及其他生理需求的需求 2·安全需求:生理需求得到保证的前提下，保护自身免受生理和情感伤害的需求3·社会需求：一个人在爱情、归属、接纳以及友谊方面的需求 4·尊重需求：一个人对内部尊重因素（例如自尊、自主和成就感）和外部尊重因素（例如地位、认可和关注）的需求 5·自我实现需求：一个人对自我发展、自我价值实现和自我理想实现的需求 麦格雷戈的X理论和Y理论 ·X理论：该假设认为员工没有雄心大志，不喜欢工作，只要有可能就会逃避责任，为了保证工作效果需对他们严格监管；个体受到马斯洛需求层次中的低层次需求的主导·Y理论：该假设认为员工是有创造力的，喜欢工作，主动承担责任，能够自我激励和自我指导 赫茨伯格的双因素理论 ·双因素理论（激励-保健理论）：该理论认为内在因素与工作满意度相关，而外在因素与工作满意度不相关 ·保健因素：能够消除工作不满意但无法产生激励的因素 ·激励因素：能够增强工作满意和工作动机的因素 高级需要
麦克莱兰的三种需求理论 ·三种需求理论：该动机理论认为主要有3种后天的（而非先天的）需求推动人们从事工作，而这3种需求是成就需求、权力需求和归属需求。 ·成就需求：个体想要达到标准、追求卓越、获得成功的愿望 他们喜欢具有适度挑战性的工作；尽量避免他们认为过于容易或者困难的工作任务·权力需求：个体想要使他人按照自己的指示以某种特定方式行事的期望 ·归属需求：个体对友好、亲密的人际关系的渴望 ●当代的动机理论 目标设置理论：该理论认为具体的工作目标会提高工作绩效，困难的目标一旦被员工接受，将会比容易的目标产生更高的工作绩效 自我效能：个体认为自己能够完成某项任务的信念 强化理论：该理论认为行为是其结果的函数；大都通过奖励然后强化某种行为 强化物：紧跟在某种行为之后立即出现、并且能够使该行为未来被重复的可能性提高的某种结果 ●设计具有激励作用的工作 工作设计：用来将各种工作任务组合成完整的工作的方法 工作范围：一份工作所要求从事的任务数量以及这些任务重复的频率 工作扩大化：横向扩展工作范围 工作丰富化：通过增加计划和评估责任而使工作纵向扩展 工作深度：员工对自己工作的控制程度 工作特征模型：管理者在设计具有激励作用的工作时所采用的一种有效框架，它确定了5种核心工作维度、它们的相互关系以及它们对员工生产率、动机和满意度的影响●5种核心工作维度 技能多样性：一项工作需要从事多种活动从而使员工能够利用不同技能和才干的程度 任务完整性：一项工作需要完成一件完整的、可辨识的工作任务的程度 任务重要性：一项工作对他人生活和工作的实际影响程度 工作自主性：一项工作在安排工作内容、确定工作程序方面实际上给员工多大的自由度、独立权和决定权 工作反馈：员工在完成任务的过程中可以获得关于自己工作绩效的直接而明确的信息的程度
UNDERSTANDING CANADIAN BUSINESS CHAPTER # 1 notes chater1 MANAGING WITHIN THE DYNAMIC BUSINESS ENVIRONMENT 动态商业环境下的管理 Business and Entrepreneurship: Revenues, Profits, and Losses 事业和企业家能力:收益，利益和损失 Business: Any activity that seeks to provide goods and services to others while operating at a profit. 事业：寻求当在一笔利润操作时向其他人提供货物和服务的任何活动。 Profit: The amount a business earns beyond what it spends for salaries and other expenses. 利益:一种商业在它为了薪金和其他话费所话费的以外赚的量 Entrepreneur: A person who risks time and money to start and manage a business. 企业家能力:冒险用时间和金钱开始和管理一种商业的一个人 Revenue: The total amount of money a business takes in during a given period by selling goods and services. 收益:一种商业在一段特定的时间期间通过出售商品和服务获得的金钱 Loss: When a business’s expenses are more then its revenue. 失去：当一种商业的花费超过其收益时 Risk: The chance an entrepreneur takes of losing time and money on a business that may not prove profitable.风险：一个企业家浪费了时间和金钱在事业上,却无利可图的机会 Responding to the Various Business Stakeholders 对各种各样的傻瓜也既得利益者作出反应 Stakeholder:All the people who stand to gain or lose by the policies and
第一章 1.1管理者对组织很重要原因 （1）在这个复杂、混乱和不确定的时代，组织需要他们的管理技能和能力（2）管理者对工作的顺利完成至关重要（3）有助于提高员工的生产率和忠诚度（4）对创造组织价值观很重要 1.2管理者协调和监督其他人工作，以实现组织目标。在传统结构的组织中，管理者可以被划分为基层、中层和高层管理者。 组织的三个特征：一个明确的目标；由人员组成；一种精细的结构 1.3 广义上，管理就是管理者所从事的工作。管理者协调和监管其他人以有效率、有效果的方式完成他们的工作或任务。效率是以正确的方式做事；效果是做正确的事 管理的四种只能：计划（定义目标、制定战略、制定计划）；组织（对工作作出安排）；领导（与其他人共事并且通过他们完成目标）；控制（对工作绩效进行监控、比较或纠正） 明茨伯格的管理角色(Mintzberg’s managerial roles)包括 （1）人际关系角色（Interpersonal):挂名首脑figurehead领导者leader联络者liaison，这涉及与人打交道以及其他仪式性/象征性ceremonial/symbolic的活动 （2）信息传递角色informational:监听者monitor传播者dissemination发言人spokesperson，指的是收集collecting、接受receiving和传播disseminating信息； （3）决策定制者decisional：企业家entrepreneur、混乱驾驭者disturbance handler、资源配置者resource allocator和谈判者negotiator，即制定决策 管理者以三种方式来影响行为：通过对行为进行直接管理；通过对采取行动的人员进行管理；通过对推动人们采取行动的信息进行管理managing information that impels people to take action。 卡茨认为，管理技能包括katz’s managerial skills：技术技能technical（与具体工作相关的知识和技术）、人际技能human skill（与他人和谐共事的能力）和概念能力conceptual（思考和表达创意的能力）。基层管理者lower-level managers技术技能最重要；高层管理者top managers概念技能最重要；对所有管理人人际技能同样重要。其他的一些管理技能：管理人力资本managing human capital，激发员工的认同感inspiring，管理变革managing change，利用目标明确的人际关系网络using purposeful networking 1.4 对管理者工作产生影响的变化：全球经济global economic和政治的不确定性political uncertainties，不断变化的工作场所changing workplaces，道德事项ethical issues，安全威胁security threats，以及不断进步的技术changing technology。 管理者必须重视对顾客的服务，强调创新，关注可持续性 1.5学习管理的原因： 1、管理的普遍性 2、工作的现实 3、作为一名管理者的回报和挑战 管理史 描述一些早期的管理事例。 对历史的研究是很重要的，因为这有助于我们发现当今管理实践management practices 的起源，以及认识到什么是有效的和什么是无效的。从金字塔的建造（construction of the
当代的组织设计 团队结构：整个组织由工作小组或工作团队构成并完成工作任务的一种组织结构。 矩阵结构：一种组织结构，指的是把来自不同职能领域的专业人员分派去从事各种工作项目。 项目结构：一种组织结构，指的是员工持续不断地从事各种项目，并没有所属的正式部门。 无边界组织：不被各种预先设定的横向、纵向或外部边界所定义或限制的一种组织。 虚拟组织：由作为核心的少量全职员工以及工作项目需要时被临时雇用的外部专业人员构成的组织。 网络组织：利用自己的员工来从事某些工作活动并且利用外部供应商网络来提供其他必需的产品部件或工作流程的组织。 学习型组织：已经培养出持续学习、适应和改变的能力的组织。
●内部协作 跨职能团队：由来自不同职能领域的专业人员组成的工作团队 特别行动组（或者是特别委员会）：为解决某个具体的、影响许多部门的短期问题而组建的临时委员会或工作团队 实践社区：共同关注某个事项或一系列问题，或者对某个主题怀有激情，而且通过持续不断的互动和交流来深化自己该该领域的知识和专业技能的一群人员。 ●外部协作 开放式创新：把研究工作向组织之外的其他人员和组织开放，以获得各种新的创意，并且允许创新可以轻而易举地朝其他方向转移。 战略合作伙伴关系：两个或多个组织之间的协作关系，通过把彼此的资源和能力结合起来以实现某个商业目的。 ●灵活的工作安排 远程办公：一种允许员工在家办公并通过电脑与公司办公场所相连的工作安排 压缩工作周：员工在一个工作周中每天工作更长时间但只工作较少的天数 弹性工作时间：一种要求员工每周必须完成固定数量的工时但可以在特定的限制范围内自由改变具体工作时间的工作排班体系 工作分享：由两个或者更多人分担一份全职工作 ●灵活就业的员工队伍 灵活就业工人：其工作岗位取决于雇主需要的临时工、自由职业者或合同工
1.管理与组织导论 管理者:(manager) 基层管理者:(first-line managers) 中层管理者:(middle managers) 高层管理者:(top managers) 管理:(management) 效率:(efficiency) 效果:(effectiveness) 计划:(planning) 组织:(organizing) 领导:(leading) 控制:(controlling) 管理角色:(management roles) 人际关系角色:(interpersonal roles) 信息传递角色:(informational roles) 决策制定角色:(descisional roles) 技术技能:(technical skills) 人际技能:(human skills) 概念技能:(conceptual skills) 管理的普遍性:(universality of management) 2.管理的历史 劳动分工:(division of labor) 工作专业化:(job specialization) 工业革命:(industrific revolution) 科学管理:(scientific management) 一般行政管理理论:(general administrative theory) 管理原则:(principles of management)
官僚行政组织:(bureaucracy) 定量方法:(quantitative approach) 组织行为:(organizational behavior) 霍桑研究系统:(Hawthorne studies systems) 封闭系统:(closed systems) 开放系统:(open systems) 权变理论:(contingency approach) 劳动力多元化:(workforce diversity) 电子企业:(e-business) 电子商务:(e-commerce) 内部网:(intranet) 学习型组织:(learning organization) 知识管理:(knowledge management) 质量管理:(quality management) 3.组织文化与环境 管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management) 组织文化:(organization culture) 强文化:(strong cultures) 社会化:(socialization) 工作场所精神境界:(workplace spirituality) 外部环境:(external environment) 具体环境:(specific environment) 一般环境:(general environment) 环境的不确定性:(environment uncertainty) 环境的复杂性:(environment complexity) 利益相关群体:(stakholders)
Chapter 1 – Introduction to Management and Organizations True/False Questions The four contemporary functions of management are planning, organizing, leading, and controlling. True (easy) Effectiveness refers to the relationship between inputs and outputs. False (moderate) Efficiency is often referred to as "doing things right." True (moderate) When managers meet organizational goals, they are efficient and effective. False (difficult) According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information. True (moderate) Technical skills become less important as a manager moves into higher levels of management. True (moderate) The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing. False (moderate) Multiple Choice _____________ are organizational members who integrate and coordinate the work of others. a. Managers (easy) b. Team leaders c. Subordinates d. Operatives e. Agents Typically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization. a. team leaders b. middle managers c. first-line managers d. top managers (easy) e. subordinates _____________ distinguishes a managerial position from a nonmanagerial one. a. Manipulating others b. Concern for the law c. Increasing efficiency d. Coordinating and integrating others' work (moderate) e. Defining market share Which of the following is NOT an example of a decisional role according to Mintzberg? a.spokesperson (moderate) b.entrepreneur c.disturbance handler d.resource allocator e.negotiator Which of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work? a.human skills b.technical skills (easy) c.conceptual skills d.empirical skills Understanding building codes would be considered a _____________ skill for a building contractor. a. human b. technical (easy) c. conceptual
1..管理的定义及内涵（特征、要素） 管理是管理者为了有效地实现组织目标、个人发展和社会责任，运用管理职能进行协调的过程。 （一）管理是人类有意识有目的的活动 （二）管理应当是有效的 （三）管理的本质是协调 （四）协调是运用各种管理职能的过程 2.管理的职能：计划、组织、领导、控制 3.管理者的角色（三大类、十种角色） 人际角色：代表人、领导者、联络者 信息角色：监督者、传播者、发言人 决策角色：企业家、干扰应对者、资源分配者、谈判者 4.管理者的技能及含义 （一）技术技能：运用管理者所监督的专业领域中的过程、惯例、技术和工具的能力。（二）人际技能：成功地与别人打交道并与别人沟通的能力。 （三）概念技能：把观念设想出来并加以处理以及将关系抽象化的精神能力。 5.泰罗的科学管理理论（内容、评价、应用） 内容：（1）.科学管理的根本目的是谋求最高工作效率 （2.）达到最高工作效率的重要手段，是用科学的管理方法代替旧的经验管理。 （3）实施科学管理的核心问题，是要求管理人员和工人双方在精神上和思想上来一个彻底变革。 评价：（1）贡献 ?第一次使管理从经验上升为科学 ?讲求效率和调查研究 ?计划和执行相分离 （2）局限性 ?把工人看作“经济人” ?仅重视技术，不重视人 ?内容窄，局限于车间管理 6.法约尔的组织管理理论（六大职能、十四条原则、管理要素（职能）） 经营的六项职能 ?技术活动:生产,制造 ?商业活动:购买,销售 ?财务活动:筹资,投资 ?会计活动:记帐,盘点 ?安全活动：保护财产和人员 ?管理活动:计划，组织，指挥，协调，控制 十四条原则：分工、权力与责任、纪律、统一命令、统一领导、员工个人要服从集体、人员的报酬要公平、集权、等级链、秩序、平等、人员保持稳定、主动性、 集体精神 管理要素（职能） ?计划：预测未来和制定行动方案 ?组织：建立企业的物质与人的双重结构
第一套 《管理学》期末考试试卷（第一套试卷Ａ卷） 一、选择题（每题 1 分，共10 分） 1. 西方权变理论学派的代表人物是（）。 A 孔茨 B 西蒙 C 梅奥 D 伍德沃德 2 ．管理跨度原则可以理解为（）。 A 职位的职权和职责对等一致 B 领导者所管理的人员数目应当适当 C 管理人员要求与分工、协作相一致 D 应当授予管理人员一定的职权 3 ．美国学者梅奥曾经带领一批研究人员进行了有名的霍桑试验，开创了（）的早期研究。 A 行为科学学派 B 管理科学学派 C 社会系统学派 D 经验主义学派 4. 确定合理的管理幅度是进行组织设计的一项重要内容。关于什么是合理的管理幅度，对于下列四种说法，你最赞同哪一种？( )。 A管理幅度越窄，越易控制，管理人员的费用也越低。 B管理幅度越宽，组织层次越少，但管理人员的费用会大幅度上升。 C管理幅度应视管理者能力、下属素质、工作性质等因素的不同而定。 D管理幅度的确定并不是对任何组织都普遍重要的问题，无须过多考虑。 5 ．在计划类型中，按照计划制定者的层次可将计划分为（）。 A 战略计划、管理计划、作业计划 B 指令性计划、指导性计划 C 综合计划、项目计划 D 销售计划、生产计划、劳动人事计划、技术改造计划 6 ．在管理控制活动中，有一种控制是用过去的情况来指导现在和将来 , 这种控制是（）。 A 前馈控制 B 反馈控制 C过程控制 D 间接控制 7.根据领导生命周期理论，当下属的成熟度处于成熟阶段应采取的领导方式是：( )。 A 高关系低工作 B 命令式 C 参与式 D 低工作低关系 8 当人们认为自己的报酬与劳动之比，与他人的报酬与劳动之比是相等的，这时就会有较大的激励作用，这种理论称为：( )。 A、双因素理论 B、效用理论 C、公平理论 D、强化理论 8在管理方格图中，团队式管理的方格是处于( )。 A 9.1 B 9.9 C 1.9 D 1.1 10 ．心理学家马斯洛将人的多种需求概括为五个层次的需要，依次是：（）。 A 社交的需要、尊重需要、安全需要、生理需要、自我实现需要 B 生理需要、安全需要、尊重需要、社交的需要、自我实现需要 C 生理需要、安全需要、社交的需要、尊重需要、自我实现需要 D 生理需要、社交的需要、安全需要、尊重需要、自我实现需要 二、多项选择题（每题2分，共12分） 1. 领导者在建立和健全科学决策支持系统时，主要应注意建立（）。 A 信息系统 B 咨询系统 C决策系统 D 组织系统 E 执行系统 F 反馈系统 2. 现代管理的主要职能包括（）。
《管理学》 第11版 罗宾斯 Sail 我是2014年参加的浙财会计学学硕考试，在考研的路上，也经过了许多波折坎坷，但总是告诉自己，前面就是光明。时间在不断流逝，我们的心是否还依旧平稳，不管如何，希望大家一定要坚持下去，不要让自己后悔，有一段话，献给在考研路上努力奋斗着的童鞋们：贵在主动，重在过程，有心有序，有度有恒，求实求真，躬身力行。我希望在你们挥汗奋斗的日子里，我能够带给你们一定的光明和正能量，相信自己，坚强地走下去。加油！ A Blueprint for Achievement Practice while others are complaining. Believe while others are doubting. Plan while others are playing. Study while others are sleeping. Decide while others are delaying. Prepare while others are daydreaming. Begin while others are procrastinating. Work while others are waiting. Save while others are wasting. Listen while others are talking. Smile while others are frowning. Compliment while others are criticizing.
Persist while others are quitting. Progress while others are lagging behind. Then, you will succeed while others are failing. 目录 第一篇管理导论 2 第1章管理与组织领导 2 1.1管理者为什么对组织很重要？ 2 1.2谁是管理者以及他们在那里工作？ 2 1.3管理者的职能、角色和技能。 2 1.4重新塑造和重新定义管理者工作的因素 4 1.5 学习管理的价值所在 4 第2章理解管理的情境：约束和挑战 5 2.1 根据管理万能论和管理象征论来比较管理者的行为 5 2.2 描述管理者在当今的外部环境中面临的约束和挑战 5 2.3 讨论组织文化的特征和重要性（2008简述1、如何评价一个组织的文化？） 6 2.4 描述当代的一些组织文化事项 8 第二篇综合的管理问题 9
《管理学原理》 一、基本信息 课程代码： 课程名称：管理学原理 英文名称：Management 适用对象：公共事业管理专业四年制 课程性质：必修课 总学时：52; 理论学时：52； 学分：3 开课学期：第2学期 开课院系：管理学院 二、课程概述 《管理学原理》是管理类各专业必修的专业基础课。本课程的教学目的是，通过学习，使学生系统地掌握管理学的基本概念、理论和方法，并增强学习、研究、应用管理学的能力。本课程的内容大体上可分为两大部分：第一部分是管理学基础部分，含管理、管理者、管理学，管理学理论的形成和发展，组织环境，企业社会责任和企业伦理；第二部分以管理的四项基本职能（计划工作、组织工作、领导工作、控制工作）为主线来展开分析和讨论，分别阐明各项基本职能的概念、内容、理论、原则、程序和方法等。本课程采用大班授课与小班讨论相结合的方式，小班讨论主要包括专题讨论和案例讨论，着重培养学生的创造性学习能力、研究能力、独立思考能力、分析问题、解决问题能力。 三、课程目标 （一）总体目标 《管理学原理》是我院公共事业管理专业的专业必修课程，在大一第二学期开设，直接为培养学生的管理能力服务；同时，又为本专业后续的相关管理课程，如：《人力资源管理》、《卫生事业管理》等奠定基础。本课程服务于本科人才培养目标，坚持理论与实践结合，以管理技能培养为主线，旨在培养基层管理岗位的综合管理技能与素质。 《管理学原理》是一门理论性、实践性、科学性与艺术性兼而有之的应用性学科。通过该课程的学习，学生将树立现代管理的思想理念，较全面地了解现代管理的基本理论和方法，对基层管理实践问题进行分析和决策，为日后学习专业技术课程和职能管理课程打下扎实的理论基础；也为学生就业打下坚实的理论基础和职业基础。 （二）分类目标 1.知识目标 以培养基层管理岗位综合管理技能为主线，使学生全面系统了解现代管理的基本原理；熟悉管理的基本职能和方法的运用，并树立科学的管理理念，为进一步学习专业课和为日后的实际管理工作奠定理论基础。 2.职业技能目标 通过本课程教学与实训使学生具备基层管理岗位的综合管理技能，培养学生的四大职业关键能力，即计划与决策的能力、组织与人事的能力、领导与沟通的能力和控制与评价能力；提升学生发现问题、分析问题和解决问题的能力。 3.职业素质养成目标（或态度目标） 使学生具备从事基层管理岗位的综合管理素质：崇高的敬业精神和良好的职业道德，有积极的开拓精神和创新意识，良好的团队合作精神；培养作为领导者应具备的宽容胸襟并注重提高个人修养，以身
高等教育出版社《管理学》（第四版）重点知识整理 作者：江苏师范大学韩中元 **注：只含本书1-13章课程，其中不包含第四章和第九章 ?第一章·管理活动与管理理论 ?第一节管理活动 一、管理的定义 管理是指组织为了达到个人无法实现的目标，通过各项职能活动，合理分配、协调相关资源的过程。 进一步解释： （1）载体：组织。 （2）本质：合理分配和协调各种资源的过程。 （3）对象：相关资源。 （4）职能活动：信息、决策、计划、组织、领导、控制、创新。 二、管理的职能 决策、计划、组织、领导、控制、创新。 1. 决策是计划的前提，计划是决策的逻辑延续。 2. 组织、领导和控制旨在保证决策的顺利实施。 3. 创新贯穿于各种管理职能和各个组织层次之中。 三、管理者的角色和技能 （一）管理者的角色 1. 人际角色：代表人、联络者、领导者。 2. 信息角色：监督人、传播者、发言人。 3. 决策角色：企业家、冲突管理者、资源分配者、谈判者。 （二）管理者的职能 1. 技术职能 2. 人际职能 3. 概念职能 ?第二节中外早期管理思想 一、中国早期管理思想 1. 孙膑提出运筹学和对策论的思想。 二、外国早期管理思想 1. 亚当斯密：劳动分工观点和经济人观点。
2. 小瓦特：科学管理制度。 3. 马萨诸塞车祸与所有权与管理权的分离。 4. 欧文：人事管理。（因此欧文被称为“人事管理之父”） 5. 巴贝奇对工作方法的研究和对报酬制度的研究。 ?第三节管理理论的形成与发展 一、古典管理理论 （一）科学管理理论 1. 代表人物：泰罗、甘特。 2. 泰罗的科学管理理论： （1）工作定额。 （2）标准化。 （3）能力与工作相适应。 （4）差别计件工资制。 （5）计划职能与执行职能相分离。 二、行为管理理论 （一）梅奥与霍桑试验 1. 霍桑试验四个阶段 （1）工作场所照明阶段 （2）继电器装配室试验 （3）大规模访谈 （4）接线板工作室试验 2. 梅奥的人际关系学说 （1）工人是社会人，不是经济人。 （2）企业中存在着非正式组织。 （3）生产率主要取决于工人的工作态度以及他和周围人的关系。 ?第二章·管理道德与社会企业责任 ?第一节管理与伦理道德 一、伦理道德的真谛 1. 伦理：为了相互协调，共同生产和生活而形成的共同遵守的行为规范。 真谛：“本性上普遍的东西”。 2. 道德：在一定风俗习惯下所形成的个人的品质、气质。 3. 天伦：家庭血缘关系的共同体。 4. 人伦：社会关系的共同体。 5. 意义 伦理与道德作为人类文明的基本因子，是指评价人类行为善与恶的社会价值形态，在日常社会中其体现为一定的行为规范和准则。任何社会任何组织要想长期生存，不仅要遵守法律，同时必须遵守一定的道德规范。 二、伦理道德的管理学意义 表现在四方面：
注：只是提示，答案不唯一。 1.管理者如何不同于非管理者？ 管理者是指通过协调和监管其他人的活动以达到组织目标的人。这个含义包括以下几层含义：①管理者的工作不是取得个人成就，而是帮助他人完成工作任务；②管理者的工作可能意味着协调一个部门的工作，可能意味着监管某个员工，还可能是协调一个团队的活动；③管理者可能承担与协调和监管他人工作无关的其他工作任务。 非管理者是指只从事事务性工作，不从事协调和监管他人的活动的人，他们服从管理者的领导。 2.你的课程的授课教师是管理者吗?请分别用管理职能、管理角色、技能观点以及系统观点和权变观点讨论这个问题。 是管理者。 （1）从管理者职能方面讲：①计划。教师对每堂课的授课内容，所要达到的目标都有一个具体的安排。②组织。教师要组织课堂教学，还要保证整个学期这门课程的顺利进行，包括安排学习委员、班长等协助其教学工作的展开。③领导。表现在教师指导和激励所有的学生用心学习，个别时候还会找学生谈话，对学习好的同学进行表彰。④控制。教师通过学生的反馈调整授课形式，并且制定一系列的课堂纪律保证教学的顺利进行，以达到预期的授课目标。 （2）从管理角色方面讲：①人际角色：老师在教室中就可以算是领导者，他直接为学生以及这节课上的好坏所负责，所以扮演领导者角色；同是老师和学生之间必须有联系、，才可以达到教学的目的，所以也是联络角色。②信息角色：首先教师起一种监督的角色，他能通过监督学生和外界环境来获取更多的信息，以及能发现如何以最好的方式去教学，把自己的知识在课堂上传授给学生，在传授的过程中老师就要口述很多知识，这样老师就同时起着传播着的角色和发言人的角色。③决策角色：老师在课堂上会提出很多与学生关注的问题，让学生来回答，同时他会引导学生们向正确的方向走进，把同学们的一些不正确的思想加以纠正，并且推断出比较完美的答案，来让同学们理解。 （3）从管理者技能方面讲：某门课的老师肯定对其领域的知识比较了解，而且知道用何种方法去教学是最有效的；老师在授课过程中在不断的和同学们交流、沟通，体现了老师与学生打交道与沟通的能力；在授课过程中可能会出现新的概念，老师会及时的处理，让同学们了解及吸收。 （4）从系统管理理论方面讲：老师有时把一个班的同学分成几个小的区域，可能在某个区域他们的吸收理解能力比较强一点，就可以让他们相互帮助，以这个区域去带动别的区域，让学生在比较中理解吸收新知识。 （5）从权变管理理论方面讲：权变就是权益应变，老师会根据学生每节课的表现，选择一种合理的方式去教学，在变化中让同学们接受知识，根据学生不同的心里环境变化，去理解他们，使传授知识有很好的效果。 所以说课堂授课教师是管理者。 3. “管理者的最基本职责是关注员工为实现预期结果而实施的工作行为。”你如何理解这句话？你是否同意这句话？为什么？ 我不同意这个观点，但该观点具有一定的合理性。 ①关注员工为实现预期结果而实施的工作行为即是关注效益。效益是管理的永恒主题。管理是一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。效率是指以尽可能少的投入获得尽可能多的产出，通常指“正确地做事”，即不浪费资源。但是仅仅有效率是不够的，管理当局还应该关注效果，也就是完成活动以便达到组织的目标。效果通常是指“做正确的事”，即所从事的工作活动有助于组织达到其目标。关注
第六章制定决策：管理者工作的本质 一、决策制定过程 每个人不论是在组织内或组织的哪个领域中，都在制定决策，也就是说他们要在两个或更多的方案中做出选择。 决策制定过程（decision-making process）的步骤，包括8个步骤：识别决策问题、确定决策标准、以及为每个决策标准分配权重，然后进入开发、分析和选择备择方案，这些方案要能够解决你的问题。接下来是实施备择方案，以及最终评估决策的结果。 步骤1：识别决策问题 决策制定过程开始于一个存在的问题，也就是开始于现状与希望状态之间的差异。 问题的识别不那么简单，在事情被确认为问题之前，管理者需要意识到问题，感到有采取行动的压力，以及拥有采取行动的资源。 步骤2、确认决策标准 对于解决问题来说，确认决策标准非常重要，管理者必须决定什么与制定决策有关。 无论决策标准是否被清晰的陈述，每一个决策者都会有某些标准来指导他的决策。 步骤3、为决策标准分配权重 决策标准并非都是同等重要，因而决策制定者必须为每一项标准分配权重，以便正确的规定它们的优先次序。 采用你个人的偏好来排列指标的优先次序，这些指标是你在决策过程第2步确认的。 步骤4、开发备择方案 决策制定者列出可供选择的决策方案，这些方案要能够解决决策所面对的问题，无需对这一步所列出的方案进行评估，只需要列出它们既可。 步骤5、分析备择方案 一旦确认了备择方案，决策制度者必须认真的分析每一种方案，对每一种方案的评价是将其与决策标准进行比较，通过比较，每一种备择方案的优点和缺点就变得明显了。 步骤6、选择备择方案 从所有备择方案中选择最佳方案是很重要的。 步骤7、实施备择方案 实施（implementation）包含了将决策传送给有关人员和部门，并要求他们对实施结果作出承诺。 步骤8、评估决策结果 评估决策结果，看看问题是否得到解决。 二、决策的普遍性 制定决策是管理者所有四个职能的组成部分，这也是管理者在计划、组织、领导和控制时通常被称为决策制定者的原因。事实上，决策制定是管理的同一语。管理职能中的决策： 计划： 组织的长期目标是什么？什么战略能够最佳的实现这些目标？组织的短期目标是什么？
管理学知识要点 第一篇绪论 第一章管理与组织导论 1、管理者的定义和分类 2、管理的定义 3、管理的4大职能 4、明茨伯格的管理角色理论（3个方面） 5、卡茨的3种管理技能 6、权变理论（权变变量） 7、组织的定义 第二章管理的昨天和今天 1、管理的历史背景 2、泰罗的科学管理（4条原则） 3、亨利·法约尔的14条管理原则 4、马克思韦伯的官僚制组织 5、组织行为的4个早期倡导者（各自的理论简述） 6、霍桑实验（梅奥的结论） 7、当今管理面临的9个趋势（质量管理、学习型组织是重点） 第二篇定义管理者的领地 第三章组织文化与环境：约束力量
1、组织文化的定义 2、组织文化的7个评价维度 3、文化如何影响管理决策 4、具体环境和一般环境的构成 5、利益相关者的定义 6、利益相关者与管理者关系重要的原因 7、如何管理与利益相关者关系（4个步骤） 第四章全球环境中的管理 1、3种不同的全球观念 2、多国公司与跨国公司 3、组织走向全球化的3个阶段 4、民族文化的4个维度 第五章社会责任与管理道德 1、社会责任的定义 2、共享价值观的4个作用 3、组织走向绿色的4个方式 4、调节管理道德的4个因素 5、改善道德行为的方法 第三篇计划 第六章制定决策：管理者工作的本质
1、决策制定过程的8个基本步骤（识别决策问题→确认决策标准→为决策标准分配权重→开发备选方案→分析备选方案→选择备选方案→实施备选方案→评估决策结果） 2、决策具有普遍性（分布在管理的4种职能中） 3、问题和决策的类型（结构良好问题和程序化决策，结构不良问题和非程序化决策） 4、4种决策风格（命令型，分析型，概念型，行为型） 第七章计划的基础 1、计划的定义(182) 2、良好目标的特征（189） 3、目标设立的步骤（190） 4、计划工作的权变因素（191） 第八章战略管理 1、战略管理的定义 2、战略管理过程的8个步骤 3、组织战略的3种类型 4、公司大战略 5、竞争优势和5种竞争力量 6、3种竞争战略 第九章：计划工作的工具和技术 1、评估环境的3种技术（环境扫描，预测和标杆） 2、分配资源的4种技术（预算，排程，盈亏平衡分析和线性规划）
华南农业大学期末考试答题纸（A卷） 2008学年第一学期考试科目：管理学基础 考试类型：（闭卷）考试时间：120 分钟学号姓名年级专业 II．Choose the only one correct answer for each question (2 points each question, total 40 points) Ⅲ. Notion explanation. (4 points each notion, total 20 points) 1.MBO Management by objectives (2 points) Four elements: jointly determined objectives; explicit time period; specific objectives; periodically review (0.5 each) 2.Hawthorne effect Social norms or standards are the key determinants of individual behavior in a group. (4 points) 3.Boundaryless organization An organization that is not defined or limited by boundaries or categories imposed by traditional structures; attempt to eliminate vertical, horizontal, and inter-organizational barriers. (4 points)