Organizational strategy, structure, and process

提出了组织结构的五种流程Organizational structure refers to the way in which a company is organized in terms of its hierarchical levels, communication procedures, and division of responsibilities. 组织结构是指公司在层级结构、沟通程序和责任划分方面的组织方式。

There are five main types of organizational structures that companies commonly use: functional, divisional, matrix, team-based, and network. 公司通常使用五种主要类型的组织结构：功能性、部门化的、矩阵式的、基于团队的和网络式的。

Each type has its own advantages and disadvantages, and companies choose the structure that best fits their business needs and goals. 每种类型都有其优缺点，公司会选择最适合其业务需求和目标的结构。

The functional organizational structure is based on departments and functions, where employees are grouped based on their skills and expertise. 功能性组织结构是基于部门和功能的，员工根据其技能和专业知识进行分组。

This type of structure is often found in larger companies with standardized operations and clear division of labor. 这种类型的结构通常出现在具有标准化运营和明确分工的大型公司中。

1. A Resource-Based View of the Firm2.An appreciation of industrial dynamics产业动态升值3.Corporate Diversification公司多元化4.Dynamic capabilities and strategic management动态能力与战略管理5.Dynamic capabilities-what are they动态能力- 它们是什么6.Economic analysis and strategic management7.Evolving Strategic Behaviors through Competitive Interaction不断发展的战略，通过竞争互动行为8.Strategy,Value Innovation and Knowledge Economy战略，价值创新与知识经济9.The Core Competence of the Corporation公司的核心竞争力10.Toward Knowledge-based Theory of Firm1.How Does Knowledge-based Interaction Affect Relationship Strategy2.Innovative management-A conversation with Gary Hamel and Lowell Bryan3.Integrated strategy Market and nonmarket components4.Is the resource-based view a useful perspective for strategic management research Yesanizational strategy, structure, and process6.Reflecting on the strategy process7.Strategy Innovation and the Quest for Value8.The Cornerstones of Competitive Advantage- A Resource-based View 竞争优势- 基于资源观的基石9.The resource-based view of the firm Ten years after 1991 公司十多年的1991年以后的资源基础观10.Three Responses to the Methodological challenges of studying strategizing 三个反应方法研究策略的挑战1. Arriving at the high-growth firm2. Corporate Strategy - A Manager's Guide3. Game Theory and Industrial Organization4. Hidden flaws in strategy (McKinsey Quarterly)5. The five competitive forces that shape strategy6. Ownership structure and the strategic decision 股权结构和战略决策7. Strategic management and economics8. The core's competence 核心竞争力9. Theory and research in strategic management 战略管理的理论10. Towards a dynamic theory of strategy 动态战略管理1．A fresh look at Strategy under UnCertainty - an interview2．A historical comparison of resourced-based theory and five schools of thought within industrial organization economics 资源基础理论和五个学派的历史比较3. An evolutionary perspective on strategy-maling in organization theory,comparative analysis ,research directions 4．An examination of the 'sustainable competitive advantage ' concept ——past,present and future 可持续的竞争优势的概念,过去、现在和未来5．An incremenatal approach to strategic change6．Assessing core intangible resources7．Building Your Company's Vision8．Cognitive change, strategic action and organizational renewal9．Comparative Strategy Process Research -a methodological approach 比较战略过程研究——方法论的方法10．Competing for the Future1．Competing On Resources - Strategy In The 1990s2．Competitive Advantage-Logical And Philosophical Considerations 竞争优势- 逻辑与哲学思考3．Crafting Strategy4．Firm Resources and Sustained Competitive Advantage 公司资源与持续竞争优势5．First-Mover Advantages6．From Competitive Advantage to Corporate Strategy 从竞争优势到企业战略7．Industrial ecology as a strategic instrument for sustainability8．Is The Resource-Based View A Useful Perspective For Strategic Management Research9．Strategic intent 战略目的10．Strategy and the internet - Michael Porter 战略和互联网1．Strategy as ecology 战略生态学2．Strategy as Revolution3．The Dynamics of Diversification4．The fall and rise of strategic planning5．The resource-based theory of competitive advantage - implications for strategy formulation以资源为基础的竞争优势理论- 对战略制定的影响6．The Strategic Analysis of Intangible Resources7．Time—The Next Source of Competitive Advantage8．Using Game Theory To Shape Strategy 博弈论塑造战略9．Strategic intent 10．What Is Strategy。

第二部分专业词汇中英文对照AAbsenteeism 缺勤，旷工Acceptance of authority权威的认可Accommodation 顺应（对待冲突的策略）Achievement-oriented leader 成就导向型领导者Acid test ratios 速动比率Acquisition 并购，收购Active listening 积极倾听Activities 活动Adjective rating scales描述性评分表Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划，积极行动方案Age Discrimination in Employment Act 反就业年龄歧视法案Agreeableness 随和Agriculture wave 农业化阶段，农业时代Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题Anthropology 人类学Assaults 袭击，攻击Assertiveness 专断，肯定，强制取向（划分解决冲突风格的维度）Assumed similarity 假定相似性Attentional processes 注意过程Attitudes 态度Attribution theory 归因理论Authority 职权，权威Autocratic style of leadership 专制式领导，独裁式领导Autonomy 自主，自主权Availability heuristic 只利用现有信息决策的取巧途径，以易代难倾向Avoidance 回避，规避BBaby boomers 婴儿潮Bargaining strategies 争价策略，谈判策略Barriers to communication沟通障碍Basic corrective action彻底纠错行动Behavioral component of an attitude 态度的行为成分Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格Behavioral theories of leadership 行为领导理论Behaviorally anchored rating scales (BARS) 行为定位评分法Behavior-related symptoms行为表征Benchmarking 标杆瞄准，基准化Big five model 五因素模型，大五模型Board representatives 员工代表Body language 身体语言“Boiled frog phenomenon”“煮青蛙现象”Borderless organizations无边界组织（内部）Boundaryless organization无界组织Bounded rationality 有限理性Brainstorming 头脑风暴法Break-even analysis 盈亏平衡分析Broad-banding 基于员工能力付酬的一种方式Bureaucracy 官僚行政组织Bureaucratic control 行政控制Business evaluation method 企业评估方法C“Calm waters” metaphor“风平浪静”观Career 职业生涯Centralization 集权，集中Certainty 确定性Chain of command 指挥链Change agent 变革推动者Change 变革，改革，变化Changing economy 变化的经济Channel 渠道，媒介Charismatic leadership theory 魅力型领导理论Civil Rights Act 民权法案Clan control 文化控制Classical approach 经典观念，经典学派Closed system 封闭系统Coach 教练Code of ethics 道德规范Coercive power 强制权力，强制权Cognitive component of an attitude 态度的认知成分Cognitive dissonance 认知失调Collaboration 合作（对待冲突的策略）Combination strategy 组合战略Communication differences沟通差异Communication process 沟通过程Communications 沟通Compensation 薪酬Compensation administration薪酬管理Competence 技能，专长，能力，胜任特征Competency-based compensation 基于能力的报酬Competitive advantage 竞争优势Competitive intelligence竞争情报Competitive strategy 竞争战略Conceptual skills 概念技能，抽象能力Conceptual style of decision making 概念型决策制定风格Concurrent control 并行控制，同期控制Conflict management 冲突管理Conflict managers 冲突管理者Conflict 冲突Conscientiousness 正直，尽责Consideration 关心，关怀Consistency 一贯性Consultants 顾问，咨询者Contingency approach 权变观念，权变学派Contingency theories of leadership 权变领导理论Contingency variable 权变变量Contingent workforce 应急工，临时工Continuous improvement 持续改进，不断改进Contract workers 合同工Control 控制Controlling 控制职能Cooperativeness 合作取向（划分解决冲突风格的维度）Core competency 核心能力，核心专长Core employees 核心员工Cost-leadership strategy成本领先战略Creative-thinking skills创造思维能力Creativity 创造力Critical incidents 关键事件法Critical path scheduling analysis 关键路径计划分析法Critical path 关键路径Crossword comprehension填字游戏，纵横字谜理解Current ratio 流动比率Customer departmentalization 按顾客划分部门Customer service 顾客服务Customer-responsive culture 顾客响应文化DData Protection Act 数据保护法案Debt to assets ratio 资产负债率Decentralization 分权，分散Decision criteria 决策准则Decision implementation 决策实施Decision making 决策制定Decision-making process决策制定过程Decision-making styles 决策风格Decision trees 决策树Decisional entrepreneur决策方面的创业家角色Decoding 解码Delegation 授权Democratic style of leadership 民主式领导Democratic-consultative leader 民主咨询式领导者Democratic-participativeleader 民主参与式领导者Departmentalization 划分部门，部门化Design 设计Deterrence-based trust 基于威慑的信任Devil’s advocate吹毛求疵者Differentiation strategy差异化战略Direct supervision 直接监督Directional plans 指导性计划Directive leader 指示型领导者Directive style of decision-making 指示型决策制定风格Discipline 纪律Disseminator 传播者Distinctiveness 独特性Distributive bargaining分配型讨价还价，零和分配争价Disturbance handler 故障排除者Division of labor 劳动分工Downsizing 缩小规模Dysfunctional conflict 功能失调的冲突，不利的冲突Ee-business 电子企业，虚拟企业e-commerce 电子商务Economic order quantity (EOQ) 经济定货批量Economics 经济学Effectiveness 效果Efficiency 效率Elderly 年长者，老年人Electronic meeting 电子会议E-mail 电子邮件E-manufacturing 电子制造Emotional intelligence (EI) 情商Emotional stability 情绪稳定Emotions 情绪Employee assessment 员工评价Employee assistance programs (EAPs) 员工帮助计划Employee benefits 员工福利Employee counseling 员工咨询Employee oriented 员工导向的Employee theft 员工偷窃Employee training 员工培训Employment planning 招聘计划，雇佣计划Empowerment skills 赋权技巧Empowerment 赋权Encoding 编码English-only rules 仅使用英语进行交流Entrepreneurs 企业家，创业家Entrepreneurship 创业Environmental scanning 环境扫描e-organization 虚拟组织Equal Pay Act 平等工资法案Equity theory 公平理论Escalation of commitment过度承诺Esteem needs 尊重需要Ethics 道德Events 事件Expectancy theory 期望理论Expert power 专家权力，专长权Expert systems 专家系统Expertise 专业知识，专门技术Extinction 消除Extranets 企业外网，广域网Extroversion 外向FFair labor standards Act公平劳动标准法案Family and Medical Leave Act家庭和医疗假期法案Federal Electronic Communications Privacy Act 联邦电子通讯隐私法案Feedback 反馈Feedback control 反馈控制Feedforward control 前馈控制Fiedler contingency leadership model 菲德勒权变领导模型Figurehead 挂名首脑Filtering （信息）过滤First-line managers 基层管理者，一线管理者Fixed-point reordering system 定点定货系统Flexibility 灵活性Flextime 弹性工作时间Focus strategy 集中化战略Forcing 强制（对待冲突的策略）Formal planning 正式计划Free-market democracies自由市场经济Functional conflict 有利的冲突Fundamental attribution error 基本归因错误Future orientation 未来导向GGantt Chart 甘特图Gender differences 性别差异General administrativetheorists 一般行政管理理论家Geographic departmentalization 按地区划分部门Global Leadership and Organizational Behavioral Effectiveness (GLOBE) 全球领导与组织行为效果Global village 地球村Globalization 全球化Goal-setting theory 目标设定理论Gossip 流言Grand strategies 总体战略Grapevine 小道消息Great Depression 大萧条Group 群体，小组Group behavior 群体行为Group cohesiveness 群体内聚力，群体凝聚力Group decision making 群体决策Group-order ranking 分组排序法Groupthink 趋同思维Growth strategy 增长战略HHalo effect 晕轮效应Harvesting 收回（投资）Heuristics 取巧途径，倾向Hierarchy of needs theory 需要（求）层次理论Homicide 行凶，杀人Honest 诚实Hostile environment 敌对的环境Human relations view of conflict 冲突的人际观Human resource inventory report 人力资源储备报告Human resource management(HRM)人力资源管理Humane orientation 人本导向Hygiene factors 保健因素IIdentification-based trust 基于认同的信任Ill-structured problems非结构化问题Immediate corrective action 立即纠错行动Immigration Reform and Control Act 移民改革和控制法案Individual ranking 个人排序法Individualism vs. collectivism 个人主义与集体主义Industrial engineering 工业工程Industrial Revolution 产业革命，工业革命Industrialization wave 工业化阶段，工业时代Informal planning 非正式计划Information handling 信息处理Information overload 信息超载Information technologists信息技术专家Information technology (IT) 信息技术Information wave 信息化阶段，信息时代Informational monitor 信息方面的监控者角色In-group collectivism 圈内集体主义，圈内合作Initiating structure 定规结构Innovation 创新Integrative bargaining整合型讨价还价，共赢争价Integrity 正直Intellectual property 智力资源Interactionist view of conflict 冲突的互动观Intergroup development 团际发展，组际发展Internet 因特网Interpersonal demands 人际需求Interpersonal skills 人际技能Interview 面试，访谈Intranets 企业内网，局域网Intrapreneurs 内企业家，内部创业者Intrinsic task motivation内在工作动机Inventory turnover ratios库存周转率ISO 9000 series ISO 9000 系列JJargon 技术用语，行话Job analysis 职务分析，工作分析Job characteristics model (JCM)职务特征模型，工作特征模型Job description 职务描述，工作描述Job enrichment 职务丰富化，工作丰富化Job involvement 工作投入Job satisfaction 工作满意度Job sharing 职务分担，工作分担（分享）Job specification 职务说明，工作说明Just-in-time (JIT) inventory systems 准时制库存系统KKaizen 改善Kanban 看板Karoshi 劳累过度而猝死Knowledge-based trust 基于了解的信任Knowledge management 知识管理Knowledge workers 知识工人LLabor relations 劳工关系Labor supply 劳动力供应Laissez-faire style of leadership 放任式领导Language 语言Layoffs 裁员Layoff-survivor sickness裁员幸存者心态（综合症）Leader-participation model 领导者参与模型Leaders 领导者Leadership 领导Leading 领导职能Learning 学习Learning organization s学习型组织Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Legitimate power 法定权力，法定权Leverage ratios 财务杠杆比率Leverage test 杠杆能力测试Liaison 联络者Line authority 直线职权Linear programming 线性规划Liquidity 流动Liquidity test 流动性测试Load chart 负荷图Locus of control 控制中心，控制点Long-term plans 长期计划Long-term vs. short-term orientation 长期（短期）倾向Loyalty 忠心，忠诚MMachiavellianism (“Mach”)马基雅维里主义Management 管理Management by objectives (MBO) 目标管理Management by walking around (MBWA) 走动管理Management charter initiative (MCI) 管理宪章运动（英国研究管理能力的组织）Management competencies 管理能力Management processes 管理过程，管理职能Management science 管理科学Management workshop 管理研讨与实践Managerial grid 管理方格Managerial roles 管理者角色Managers 管理者，经理Mandatory Retirement Act 强制退休法案Manufacturing organization 生产企业，制造企业Market control 市场控制Mass production 大量生产Matrix structure 矩阵制组织结构Measurement 度量，衡量Mechanistic organization机械式组织Merger 兼并Message 消息，信息Middle managers 中层管理者Minimum-wage employees 最低工资员工Mission statement 使命陈述Motivation 动机，激励Motivation-hygiene theory激励保健理论，双因素理论Motivators 激励因素Motor reproduction process 机械再现过程，动力复制过程Multinational corporations (MNCs) 多国公司Myers-Briggs Type Indicator (MBTI) 迈耶—布里格斯类型指标NNational culture 民族文化National Labor Relations Act 全国劳工关系法案Need 需要Need for achievement 成就需要Need for affiliation 归属需要Need for power 权力需要Negative reinforcement 负强化Negotiation 谈判Negotiator 谈判者Networked communication capabilities 网络沟通能力Networked computer systems计算机网络系统Neural network 神经网络Neutralizers 中和New Deal 新政Nominal group technique名义群体（决策）技术Nonprogrammed decisions非程序化决策Nonverbal cues 非语言暗示Norms 规范Not-for-profit organizations 非赢利性组织OOn-the-job training 在职培训Open systems 开放系统Opening comments 开场白Openness 开放Operant conditioning 操作性条件反射，操作制约Operating ratios 经营比率Operations management 作业管理Operations research (OR)运筹学Operations Research Society of America 美国运筹学会Operations test 运营能力测试Operatives 操作者，作业人员Opportunities (Strategic)机会（战略的）Oral reports 口头报告Organic organization 有机式组织Organization culture 组织文化Organization design 组织设计Organization development (OD) 组织发展Organization structure 组织结构Organizational behavior (OB) 组织行为Organizational change 组织变革Organizational citizenship 组织公民Organizational commitment组织承诺Organizational leadership组织领导Organizational processes组织过程Organizational strategy组织战略Organizations 组织Organizing 组织职能Orientation 导向，定向Outsourcing 业务外包PPaired comparison approach 两两比较法，配对比较法Parochialism 狭隘观念Part-time employees 兼职员工Path-goal theory 目标路径理论Pay-for-performance programs按业绩付酬，业绩工资制Payoff matrices 工资矩阵Perception 知觉Performance appraisal methods 绩效评估方法Performance-based compensation 基于业绩的薪酬Performance management 绩效管理Performance management system 绩效管理系统Performance orientation绩效导向Performance-simulation tests 绩效模拟测试Personal differences 个体差异Personal growth and development 个人成长与发展Personal observation 亲自观察Personality 个性PERT network analysis 计划评审技术网络分析方法Philosophy 哲学Physiological needs 生理需要Planning 计划职能Policy 政策Political science 政治科学Political skills 政治技能Polygraph Protection Act测谎器（使用）保护法案Positive reinforcement 正强化Power 权力Power distance 权力差距Pregnancy Discrimination Act（反）孕期歧视法案Presentations 演讲Principles of management管理原则Privacy Act 隐私权法案Proactive personality 主动个性Problem 问题Procedure 程序Process 过程，流程Process approach 过程观念，过程学派Process consultation 过程咨询Process departmentalization 按流程划分部门Process production 流程生产Product departmentalization 按产品划分部门Production oriented 面向生产的，生产导向Productivity 生产率Profit margin on revenues ratio 边际销售利润率Profit organizations 盈利性组织Profitability 盈利性，收益性Profitability ratios 收益性比率Programmed decisions 程序化决策Project 项目Project management 项目管理Protégé新手，学生Psychological symptoms 心理表征Psychology 心理学Punishment 惩罚Pygmalion effect 皮格马利翁效应QQuality 质量Quality control 质量控制Quality management 质量管理Quantitative approach to management 管理定量方法Quantity of life vs. quality of life 生活的数量（质量），追求物质（质量）的生活观念Queuing theory 排队论RRailroad Unemployment Insurance Act 铁路工人失业保险法案Range of variation （允许）差异范围，偏差范围Ratio analysis 比率分析Rational 理性的，合理的Rational decision making理性决策Realistic job preview (RJP) 真实的工作预览，面试时向求职者提供真实的信息Recruitment 招聘Referent 参量，参照对象Referent power 感召权力，感召权Reinforcement processes强化过程Reliability 信度，可靠性Representative heuristic只依据自己熟悉的事物判断与决策的取巧途径，以偏盖全倾向Resistance to change 变革抵制力量，变革障碍Resource allocator 资源分配者Responsibility 职责，责任Resume preparation 简历准备Retention processes 保持过程Retrenchment strategy 收缩战略Return on investment ratio 投资收益率Reverse mentoring 反向指导Reward power 奖赏权力，奖赏权Rewards 奖励，奖赏Rightsizing 规模调整Ringisei 全票通过，一致同意Risk 风险Risk taking 风险承担Role 角色Role ambiguity 角色模糊Role conflicts 角色冲突Role demands 角色要求Role overload 角色超载，任务超负荷Rule 准则，规则Rumors 谣传，流言SSafety needs 安全需要Sarbanes-Oxley Act 萨班斯－奥克斯利法案Satisfice 满意决策Scheduling tools 计划工具Scientific management 科学管理Selection process 选择过程，甄选过程Selective perception 选择性知觉Selectivity 选择性Self-actualization needs自我实现需要Self-Assessment Library自我测试库Self-esteem (SE) 自尊Self-fulfilling prophecy自证预言Self-monitoring 自我监控Self-serving bias 自我服务偏见，自利偏见Senior Citizen’s Freedom to Work Act 年长公民自由工作法案Service organization 服务型组织Sexual harassment 性骚扰Short-term plans 短期计划Simple structure 简单式组织结构Single-use plans 一次性计划，单项计划Situational approach 情境（权变）观念，情境（权变）学派Situational leadership (SL) theory 情境领导理论Six sigma 六σ（一种管理理念）Skill variety 技能多样性Slack time 松弛时间，富余时间Small business 小企业Social learning theory 社会学习理论Social loafing 滥竽充数现象Social needs 社会需要Social obligation 社会义务Social responsibility 社会责任Social responsiveness 社会响应Social security 社会安全Sociology 社会学Span of control 管理幅度，控制跨度Specific plans 具体计划Spokesperson 发言人Stability strategy 稳定战略Staff authority 参谋职权Stakeholders 利害相关者，利益相关者Standard 标准Standing plans 常用性计划，标准计划Statistical reports 统计报告Status 地位Stem cell research 干细胞研究Stereotyping 墨守陈规，因循守旧Stock options 股票期权Strategic alliances 战略联盟Strategic human resource management process 战略人力资源管理过程Strategic management process 战略管理过程Strategic planning 战略规划Strategic plans 战略计划Strategic problem solving战略性的问题解决Strengths (Strategic) 优势（战略的）Stress 压力Stress interview 压力面试Stressor 压力因素，压力源Structural differentiation 结构差异Subcontractors 转包商Supervisors 监督者Supply chain management供应链管理Supportive leader 支持型领导者Survey feedback 调查反馈SWOT analysis SWOT分析Systems approach 系统观念，系统学派TTactical plans 战术计划Task identity 任务同一性Task significance 任务重要性Team leaders 团队领导者Team leadership 团队领导Team-based structure 基于团队的组织结构Team-building 团队建设Technical skills 技术技能Technology 技术Telecommuting 远程办公，电子通勤Teleconferencing 电子会议，电信会议Temporary employees 临时员工Theory X X 理论Theory Y Y 理论Therbligs 基本动作Threats 威胁360-degree appraisal 360?评估Three-needs theory 三种需要理论Time interest earned ratio 已获利息倍数Tomorrow’s workforce 未来的劳动力Top managers 高层管理者Total assets turnover ratio总资产周转率Traditional view of conflict 冲突的传统点Trait theories of leadership 特质领导理论Transactional leaders 事务型领导者Transformation process 变革过程，转换过程Transformational leaders变革型领导者Transnational corporations (TNCs) 跨国公司Troubleshooters 麻烦解决者Trust 信任Turnover 流动，周转Type A personality A型个性Type B personality B型个性UUncertainty 不确定性Uncertainty avoidance 不确定性规避Unit coordinators 单位（部门）协调者Unit production 小批量生产Unity of command 统一指挥Unsatisfactory performance 令人不满意的业绩. labor shortage 美国劳动力短缺VValidity 效度Valuation techniques 评价方法Value 价值Value chain 价值链Value chain management 价值链管理Verbal intonation 语调Videoconferencing 视频会议，电视会议Visionary leadership 富于远见的领导Vocational Rehabilitation Act职业恢复法案WWeaknesses 劣势Wellness programs 福利计划Well-structured problems结构化问题“White-water rapids” metaphor “急流险滩”观“Whiz Kids”“神童”Wireless communications无限通讯Women 妇女Work councils 员工委员会，工会Work process engineering工作流工程Work specialization 工作专业化，劳动分工Worker Adjustment and Retraining Notification Act 工人调整与再培训告知法案Workforce diversity 劳动力多样化，员工多样化Workplace violence 工作场所暴力Written essay 书面总结Written reports 书面报告Written tests 书面测试，笔试。

Unit 1~2 Mercantilism重商主义Trade surplus 贸易顺差Quota and tariff配额和关税Zero-sum game零和博弈Positive-sum game常和博弈The theory of absolute advantage绝对优势理论The theory of comparative advantage 比较优势理论Factor endowments要素禀赋理论Product life cycle 产品生命周期Economies of scale 规模经济First mover advantage先占优势Barrier to entry进入(市场)壁垒Porter’s diamond theory波特的钻石理论National competitive advantage国家竞争优势The department of commerce 商务部Letter of credit信用证Draft /bill of exchange 汇票bill of lading B/L 提单Sight draft即期汇票Time draft 远期汇票Banker ‘s acceptance 银行承兑Trade acceptance商业承兑汇票Countertrade 对等贸易Barter 易货贸易Switch trading 转手贸易Offset 抵消Counter purchase 互购贸易Compensation trade 补偿贸易1.波特钻石理论的主要内容①Factor endowments ②Firm strategy, structure, and rivalry③ Demand conditions ④Relating and supporting industries2.对等贸易的主要类型和优缺点①Types of countertradeCountertrade has evolved into a diverse set of activities that can be categorized as five distinct types of trading arrangements: barter, counter purchase, offset, switch trading, and compensation or buyback②The pros and cons of countertrade优：① The main attraction of countertrade is that it can give a firm a way to finance an export deal when other means are not available.② Thus if a firm is unwilling to enter into a countertrade agreement, it may lose an export opportunity to a competitor that is willing to make a countertrade agreement.缺：① Countertrade contracts may involve the exchange of unusable or poor-quality goods that the firm cannot dispose of profitably② In addition, even if the goods it receives are of high quality, the firm still needs to dispose of them profitably.Unit 3Strategic alliance 战略联盟Licensing 许可证Joint venture 合资经营Contracting 承包经营Partnership 合资人Return on investment 投资回报率Franchising 特许经营Contract manufacturing 生产承包Management contracting 管理承包1.许可贸易的优缺点优：①The basic advantage in licensing as contrasted to other approaches is theease and low cost of entering a foreign market.②Licensing is also advantageous in that it can be used to test a foreignmarket without the risk of capital loss should the market not be receptive to the manufacturer’s product.缺：①The greatest disadvantages to the licensor are that a potential competitoris set up.②There is a lack of control over production and marketing.③There may be incomplete market exploration.Unit 4Foreign direct investment 外国直接投资Small and medium-sized firms 中小企业Horizontal FDI 横向外国直接投资Vertical FDI 纵向外国直接投资Product life cycle 产品生命周期Backward vertical FDI 后移纵向外国直接投资Forward vertical FDI 前移纵向外国直接投资Transportation costs 运输成本Market impediments 市场阻碍Market power 市场力量Oligopoly 寡头垄断Specialized assets 特殊资产1.影响横向对外投资的因素①Transportation costs ②Market imperfections④Following competitors ④The product life cycle2.What are the impediments to the sale of know-how?①Licensing may result in a firm’s giving away its technological know-how to a potential foreign competitor.②Licensing does not give a firm the tight control over manufacturing, marketing, and strategy in a foreign country that may be required to profitably exploit tis advantage in know-how.③A firm’s know-how may not be amenable to licensing.Unit 5Bretton Woods System 布雷顿森林体系Fixed exchange rate 固定汇率制OPEC 石油输出国组织Organization of the Petroleum Exporting Countries Floating exchange rate regime 浮动汇率制Plaza Accord 和平广场协议Louvre Accord 卢浮宫协议Foreign exchange market 外汇市场European Monetary System 欧洲货币体系EMSExchange Rate Mechanism 汇率机制ERMEuropean Currency Unit欧元 ECUTrade deficit贸易赤字Real interest 实际利息Balance of payment 收支平衡表Forward market 期货市场Swaps 掉期交易1. 布雷顿森林体系/固定汇率制瓦解的主要原因As the only currency that could be converted into gold, and as the currency that served as the reference point for all others①It was financed by an increase in the money supply, which, in turn, led to a rise in price inflation from less than 4percent in 1966 to dose to 9 percent by 1968②The rise in government spending had stimulated the economy③Gave rise to speculation in the foreign exchange market that the dollar would be devalued④Weakening dollars lose its credibility.2. What are the reasons for the unexpected rise in the dollar between 1980 and 1985, and what are the reasons for the rapid fall of the US dollar between 1985 and 1987?The reasons for the unexpected rise in the value of the dollar between 1980 and 1985:①Strong economic growth in the US attracted heavy inflows of capital from foreign investors seeking high returns on capital assets.②High real interest rate attracted foreign investors seeking high vellums on financial assets③Political turmoil in other parts of the world.The reasons for 1985 and 1987：The fall in the value of the dollar between 1985 and 198 was caused by a combination of government intervention and market forces.Unit 6Common law 普通法Code civil law 成文法Roman law 罗马法Industrial property right 工业产权Act of god 不可抗力Element forces of nature 天灾自然因素Arbitration 仲裁Conciliation 调节Litigation 诉讼World court at the Hague 海牙国际法庭Tribunals for arbitration 仲裁庭U.N. convention on the Recognition and Enforcement of ForeignArbitral/Awards 联合国承认和执行外国仲裁裁决公约International Chamber of commerce 国际商会1. What are the differences between two legal systems in solving commercial disputes?①Under common law, commercial disputes are subject to laws which may be applied to either civil or commercial disputes since there is no specific recognition of commercial problems as such.②Code law differs in that there is a separate code specifically designed for business2. What are the procedures used by formal arbitration organizations? The usual arbitration procedure is for the parties involved to select a disinterested and informed party or parties as referee to determine the merits of the case and make a judgment that both parties agree to honor.Unit 7Intellectual property rights 知识产权Trade mark copyright, patents, trade secrets 商标权，版权，专利权，商业秘密Intangible assets, tangible assets 无形资产，有形资产Trademark registration 商标注册Generic terms 通称Infringement 侵权GATT 关贸总协定General Agreement on Tariffs and Trade1. What does intellectual property right consist of?①It consists of the products of individual’s minds—products that result from intellectual, creative processes.②Trademarks, copyrights and patents are all forms of intellectual propertyUnit 8The TRIPS agreement 与贸易有关的知识产权协议Need Hierarchy 需求层次理论Self-reference criterion 自我参考标准The adoption process 接纳过程理论High-context cultures 高背景文化Low-context cultures 低背景文化Poly-chromic time 多元化时间观Mono-chromic time 单一性时间观Perception 观念1. What are the characteristics of culture?①It is not innate, but learned②The various facts of culture are interrelated-touch a culture in one place andeverything else is affected.③It is shared by the members of a group and defines the boundaries betweendifferent groups.2. What are the main contents of Need Hierarchy theory?①Self-actualization ②Esteem ③Social ④Safety ⑤Physiological3. What is the concept of adoption process? How many stages will a person undergo before he can finally purchase a new product?Adoption process─through which an individual passes from the time of his or her first knowledge of an innovation to the time of adopting or purchase of the innovation.These stages are as follows: ①awareness ②interest ③evaluation④trial ⑤adoption4. What are the adopter categories? What is the feature for early adopter?Adopter categories are classifications of individuals within a market on the basis of their innovativeness. They include innovators、early adopters, the early majority, the late majority and laggards.The future for early adopter: They tend to be younger, have higher social status and in a more favorable financial position than later adopter. They must be responsive to mass-media information sources and must learn about innovation form these sourcesbecause they cannot simply copy the behavior of earlier adopters.Unit 9Organizational behavior组织行为学Multinational Corporation 跨国公司Maquiladoras 马基拉朵拉工厂Parochialism 地方主义NAFTA 北美自由贸易协定North American Free Trade AgreementKluckhohn-Strudtbeck framework 克拉克洪─斯托特柏克构架Hofstede framework 霍夫斯诺德构架BRICS 金砖五国巴西俄罗斯印度中国南非APEC 亚太经合组织Asia-Pacific Economic Cooperation1. Identify the sic cultural dimensions in the Kluckhohn-strodtbeck framework.①Relationship to the environment ②time orientation③nature of people ④Activity orientation⑤focus of responsibility ⑥conception of space2. Explain the dimensions of national culture in Hofstede framework.①Individualism versus collectivism②power distance③uncertainty avoidance④masculinity versus femininity。

（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。

管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。

管理者在不同的组织中进行着不同的工作。

组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。

2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。

战略管理研究参考文献（总目录）项保华2003-5-31重要说明：本目录经过多届博士生的共同努力，于2003年5月整理完成，主要提供本人指导的战略管理研究方向的博士生学习参考之用。

可以认为，只要通读了本目录的大部分文献，必将能够对战略管理领域的当前及经典理论、方法有比较系统的把握。

若能在此基础上潜心感悟，加强与同行的交流探索，定可具备解决具体战略理论与实践问题的创新思路与实用技能，从而顺利完成博士学位论文的选题与撰写。

作为战略管理研究方向博士生培养的业务目标定位为，通过对战略理论与实践的系统学习，达到胜任国内重点高等院校战略领域的教学、研究、咨询工作之要求。

所以，对于硕士生以及非战略管理研究方向的博士生而言，不作全面通读本目录文献之要求，各位可以根据自己的兴趣，从本目录中选取部分文献阅读，以作为参与战略课程学习之补充。

学习建议：以具体老师为师的范围终有限，而以文献为师则可延请古今中外名家赐教，广泛借鉴吸收多方面的见解。

多读、多思、多写，书山无路勤为径，以学为乐恒则成！谨以此与各位共勉！1、中文部分为人经世♦孔子, 论语（网上下载）♦老子, 道德经（网上下载）♦孙子, 孙子兵法（网上下载）♦马基雅维里（1469-1527）, 君主论, 中国社会出版社, 1999♦葛拉西安（1601-1658）, 智慧书——永恒的处世经典（网上下载）♦何兆武, 西方哲学精神, 清华大学出版社, 2002♦墨顿·亨特, 心理学的故事, 海南人民出版社, 1999♦维克托·E.弗兰克尔, 人生的真谛, 中国对外翻译出版公司, 1994♦ E. 迈尔, 生物学思想发展的历史, 四川教育人民出版社, 1990（网上下载）♦威尔逊, 新的综合：社会生物学（李昆峰编译）, 四川人民出版社, 1985（网上下载）战略总论♦项保华, 战略管理——艺术与实务（第3版）, 华夏出版社, 2003♦明茨伯格等, 战略历程：纵览战略管理学派, 机械工业出版社, 2002♦拜瑞·J·内勒巴夫；亚当·M·布兰登勃格, 合作竞争（Co-Opetition）, 安徽人民出版社, 2000♦迈克尔·波特, 竞争战略（原著1980年出版）, 华夏出版社, 2003♦迈克尔·波特, 竞争优势（原著1985年出版）, 华夏出版社, 2003♦迈克尔·波特, 国家竞争优势（原著1990年出版）, 华夏出版社, 2002♦迈克尔·波特等, 未来的战略, 四川人民出版社, 2000♦格里·约翰逊；凯万·斯科尔斯, 公司战略教程, 华夏出版社, 1998♦小乔治·斯托尔克等, 企业成长战略, 中国人民大学出版社、哈佛商学院出版社, 1999专题探讨♦保罗·索尔曼、托马斯·弗利德曼, 企业竞争战略, 中国友谊出版公司, 1985♦罗伯特·艾克斯罗德, 对策中的制胜之道：合作的进化, 上海人民出版社, 1996♦约瑟夫·巴达拉克, 界定时刻——两难境地的选择, 经济日报出版社、哈佛商学院出版社, 1998♦芝加哥大学商学院、欧洲管理学院、密歇根大学商学院、牛津大学赛德商学院, 把握战略：MBA战略精要, 北京大学出版社, 2003♦哈默尔、普拉哈拉德, 竞争大未来, 昆仑出版社, 1998♦尼尔·瑞克曼, 合作竞争大未来, 经济管理出版社, 1998♦卡尔·W.斯特恩、小乔治·斯托克, 公司战略透视, 上海远东出版社, 1999♦乔尔·布利克、戴维·厄恩斯特, 协作型竞争, 中国大百科全书出版社, 1998♦彼德·F.德鲁克等, 公司绩效测评, 中国人民大学出版社、哈佛商学院出版社, 1999♦尼古莱·J·福斯；克里斯第安·克努森, 企业万能：面向企业能力理论, 东北财经大学出版社, 199 8♦约翰·斯塔基、戴维·怀特, 纵向合并何时可行、何时不可行？“载程嘉树、欧高敦主编：《麦肯锡高层管理论丛》（Ⅲ）, 经济科学出版社, 1997♦安德鲁·坎贝尔、凯瑟琳·萨默斯·卢斯编, 核心能力战略：以核心竞争力为基础的战略, 东北财经大学出版社, 1999♦Keith J. Leslie; Max P. Michaels, 现实期权的真正力量, 载欧高敦主编，麦肯锡高层管理论丛（V i），经济科学出版社, 1998管理基础♦埃迪·奥本, 现代企业诊断, 机械工业出版社, 2000♦井植薰, 我和三洋——成功源于探索, 上海译文出版社, 1992♦查尔斯·汉迪, 超越确定性——组织变革的观念, 华夏出版社, 2000♦伊查克·爱迪思（I. Adizes）, 把握变革（Mastering Change）, 华夏出版社, 1998♦迈克乐·格伯, 企业家迷信——多数小企业不成功的原因及对策, 新华出版社, 1996♦詹姆斯·巴拉斯科、拉尔夫·斯戴尔, 水牛的腾飞：走向经营成功之路, 清华大学出版社, 1999♦斯蒂文·阿布里奇, 服务·服务·服务——企业成长的秘密武器（戴骏等译）, 吉林人民出版社, 1998♦舒尔兹、田纳本、劳特朋（Don E. Schultz; Stanley Tannenbaum, Robert F. Lauterborn）, 整合营销传播（Integrated Marketing Communications）, 内蒙古人民出版社, 1998♦史蒂文森, 以预见创造未来：企业生存之道, 中国人民大学出版社, 2000♦阿里·德赫斯, 长寿公司：商业“竞争风暴”中的生存方式, 经济日报出版社、哈佛商学院出版社, 1998♦高德拉特；科克斯（Eliyahu M. Goldratt; Jeff Cox）, 目标：简单而有效的常识管理（The Goal:A Process Of Ongoing Improvement, 2th Ed., 1992）, 上海三联书店, 19992、英文部分Part I 战略总论Introduction To StrategyA Focus On Organizational Performance♦Smith K.G., Guthrie, J. & Chen, M. (1989). Strategy, Size And Performance. Organization St udies, Vol.10 (1).♦Bettis, R. (1983). 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Daellenbach, Rethinking Research Methods For The Resource-Based Perspec tive: Isolating Sources Of Sustainable Competitive Advantage, Strategic Management Journal, 1999, 5♦Collis, D., How Valuable Are Organizational Capabilities?, Strategic Management Journal, 199 4, Winter Special Issues♦Barney, J. (2001). Is The Resource-Based 'View' A Useful Perspective For Strategic Managem ent Research? Yes. Academy Of Management Review, Vol. 26 (1)♦Priem, R.L. & Butler, J.E. (2001). Is The Resource-Based "View" A Useful Perspective For St rategic Management Research? Academy Of Management Review, Vol. 26 (1)♦Grant, R, (1991). Resource Based Theory Of Competitive Advantage: Implications For Strateg y Formulation. 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Strategic Managem。

strategy structure 词根
词根"strategy"意为"战略"，常用于构建相关的词汇。

以下是一
些常见的词根和与之相关的词汇：
1. Strat-：战略的意思，常用于构建词汇如strategic（战略的）、strategize（制定战略）、strategist（战略家）等。

2. -gy：战略的后缀，常用于构建词汇如strategy（战略）、tactics（战术）、logistics（后勤学）等。

3. -ic：表形容词的后缀，常用于构建词汇如strategic（战略的）、tactical（战术的）、logistic（后勤的）等。

4. Plan-：计划的意思，常用于构建词汇如planning（计划）、planetary（计划的）等。

5. -ning：计划的后缀，常用于构建词汇如planning（计划）、organizing（组织）等。

6. Tact-：战术的意思，常用于构建词汇如tactics（战术）、tactician（战术家）等。

7. -ian：战术家的后缀，常用于构建词汇如tactician（战术家）、strategian（战略家）等。

这些词根和后缀可以用于构建与战略相关的词汇，帮助描述战略的制定、计划和执行过程。

MANAGEMENT(WH) {MGMT}L/R 100. Leadership and Communication in Groups.As a Wharton undergraduate, you are in a position to become a future business leader. Management 100 is designed to increase your understanding of leadership and communication in teams and to help you build skills that are necessary for professional success. You will study literature on leadership, management communication, and group dynamics and also complete a field project, an integral part of the course. Your field project provides the context in which you will develop as a leader, practice communication skills, learn about the nature of group work, and enhance your sensitivity to community issues. Management 100 will enrich your Wharton experience by providing many opportunities for interaction with peers, advanced students, alumni, faculty and the community.L/R 101. Introduction To Management. (C) Prerequisite(s): None.This course addresses contemporary management challenges stemming from changing organizational structures, complex environmental conditions, new technological developments and increasingly diverse workforces. It highlights critical management issues involved in planning, organizing, controlling and leading an organization. This course will help you understand some of the issues involved in both managing and being managed and equip you to become more effective contributors to organizations that you join. The course will cover several topics in management, organization and strategy. Each topic will span one or two weeks. Topics include combinations of the following areas: organizational structure, organizational culture, strategy, interorganizational relationships, job design, groups, reward systems, work force composition, power and politics, social responsibility, organizational change, organizational decision-making, business history. The professor will cover an overview of the topic with frameworks and examples in the lecture and the teaching assistant will lead a case discussion that integrates these frameworks in the recitation. 104. Industrial Relations and Human Resource Management. (C) Prerequisite(s): MGMT 100 & MGMT 101.The focus of Management 104 is the economic and institutional constraints on organizations in the formulation and implementation of human resources management policies and strategies in the United States and, as appropriate, internationally. The specific constraints discussed are labor markets (external and internal), labor laws (governing employment policies and employee relations), and labor unions (and the threat thereof). Particular attention is paid to the relationship of these constraints to the competitiveness of American enterprise in the global economy.111. Multinational Management. Prerequisite(s): MGMT 100 & MGMT 101.Multinational management is the study of the international corporation and the global political and economic environment. This course provides an introduction to the more advanced offerings. It covers the historical origins of the multinational corporation, the economics of trade, money and investment in the world economy, and the policies and behavior of governments and international organizations. We place considerable emphasis in understanding the national and historic origins of the international firm, as well as on current issues regarding emerging economies and shifts in the political economy of global markets.205. Multinational Corporate Strategies. (B) Prerequisite(s): MGMT 100, MGMT 101, & MGMT 111.This course focuses on the creation of competitive advantage in the multinational firm. It examines the nature of global competition by exploring the characteristics of global versus non-global industries and firms. We also explore different types of international strategy and structure and examine the specific challenges of managing in multiple countries and markets. Finally, we consider the strategic allocation of resources along the value chain and the role of strategic alliances as a crucial element of an effective global strategy.208. Globalization and International Political Economy. (B) Prerequisite(s): MGMT 100 & MGMT 101. Globalization and International Political Economy is an upper level undergraduaate course designed to provide the background necessary to understand globalization and the changes taking place in the international political-economy. The course objective is to help students develop a conceptual framework that will provide an understanding of the current international political-economic environment, provide a basis for thinking about the fundamental changes which are now taking place, and to build a solid foundation to which new material can be added throughout the students' careers.209. The Political Environment of the Multinational Firm. Prerequisite(s): For Wharton students: MGMT 100, MGMT 101 & MGMT 111 (recommended); For College students: A familiarity with international politcal economy. This course explores the intersection of international strategy and international relations to help students to identify and introduce sustainable and profitable business strategies in sectors with a history of or strong potential for ongoingpolitical intervention. We will examine the identity, background, incentives and operations of relevant national and international political actors; and the process by which they generates policies that can adversely or favorably influence firm profitability. Corporations whose success depends crucially on a sophisticated analysis of the contending forces in the geopolitical arena and an ability to influence policy outcomes will serve as examples of the first-order strategic importance of incorporating the political environment in multinational strategy formulation.211. Competitive Strategy. (A) Prerequisite(s): MGMT 100 & MGMT 101 and some knowledge of microeconomics is suggested. The course will be discussion oriented and based largely on case materials and mini-lectures.This is an advanced course in competitive strategy. The course will apply the tools of industrial organization economics and game theory to examine the strategic decisions that managers make. We will examine those decisions concerning pricing, capacity investment, advertising, new product introductions, and research and development. Emphasis will be placed on the strategic interaction among rival sellers. In particular we will look at the various methods of entry deterrence and strategic commitment. The course will attempt to integrate traditional economic models with case study materials.212. (MGMT810) Entrepreneurship & Societal Wealth Venturing. (B) Prerequisite(s): MGMT 100 & 101. The basic thesis of this elective half-semester course is that many social problems, if engaged entrepreneurially, create opportunities for launching businesses that simultaneously generate profits and alleviate the social problem. This approach generates social wealth as well as entrepreneurial wealth. The courseis distinguished from public sector initiatives to address social problems, andalso from "social entrepreneurship" programs where social wealth creation is a by-product rather than the target of the entrepreneurial effort. Students are expected to begin the course with already conceived ideas for entrepreneurial solutions to social problems.223. Business Strategy and Policy. Prerequisite(s): MGMT 100 & 101; seniors and juniors that have completed introductory courses in finance, marketing, and accounting.This course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. The focus is on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm's competitive advantage. In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module will be conducted as a multi-session, computer-based simulation in which students will have the opportunity to apply the concepts and tools from module 1 to make strategic decisions.The goal of the course is for students to develop an analytical tool kit for understanding strategic issues and to enrich their appreciation for the thoughtprocesses essential to incisive strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation forthe requirements posed by the need to integrate all functions into a coherent whole. Students will develop skills in structuring and solving complex business problems.225. (MGMT714) American Business History. Prerequisite(s): MGMT 100 & MGMT 101.This course examines how the kind of firms in which most Wharton students will spend the next stage of their careers came to be as they are today. At a superficial level, the course's objectives are descriptive and narrative. Its deeper purpose is to give students some idea of how to think about the future evolution of firms and industries. The course will discuss the historical development of the business enterprise as an institution. It will also cover the evolution of competition and strategy of corporate finance. The focus will be on American developments, since many of the innovations took place here; but there will be a number of comparisons to institutions in Japan and the leading European economies. The course considers issues arising in a number of different management disciplines and shows off their interrelationships.230. Entrepreneurship. Prerequisite(s): MGMT 100 & MGMT 101; Entrepreneurship (MGMT 230) integrates the material introduced in core courses and applies it to the evaluation and creation of new ventures. You must have attained Junior standing at Wharton and completed all of the undergraduate courses (i.e., at least one course each in marketing, management, introductory and advanced accounting and finance). Ideally, you will also have mastered the concepts of Business Policy.MGMT 230 integrates the material introduced in core courses and applies it to the design and evaluation of new ventures. The purpose of this course is to explore the many dimensions of new venture creation and growth to fosterinnovation and new business formations in independent and corporate settings. The course addresses both a theoretical perspective on venture initiation and the application of writing an actual business plan.231. Entrepreneurship & Venture Initiation. (B) Prerequisite(s): Completion of MGMT 100, MGMT 101, AND MGMT 230 or MGMT 235.MGMT 231 is an advanced sequel to Mgmt.230 focusing on independent entrepreneurship, business plans and the business planning process, and the operating management of small firms. Ideally, the course builds upon venture opportunities identified in MGMT 230.233. (MGMT833) Strategies and Practices of Family-Controlled Companies. (B) Prerequisite(s): MGMT 100 & 101.This course is designed for those persons who desire to understand the distinct strategies and practices of family-controlled companies and family wealth management. It will focus on shareholder decision making; financial and market driven options for long-run competitiveness, organizational structures and management team issues; strategic planning from a resource-based perspective; transition planning for the corporate entity, wealth, leadership and relationship family dynamics and communication issues; and leadership empowerment. The course is inteneded for those who plan to control family-controlled companies and for those planning a career in their family firm.234. (MGMT875, PSCI228) International Comparative Management: The Challenge of Diversity and Integration. (B) Prerequisite(s): Mgmt 100, Mgmt 101 & Mgmt 111. This course is comprised of lectures with case discussions, group and individual short papers and quizzes on the readings.This is essentially a course in comparative national environments for business and how aspects of these environments impact on the firm. The course examines a number of institutions and phenomena in various countries. Issues range from language, religion, gender and ethnicity to legal systems, financial markets and corporate governance. The lectures draw on ideas from history, geography, sociology, political science and economics to inform our analyses. The lectures and cases range over both developed market economies and emerging economies.235. Technological Innovation and Entrepreneurship. (A) Prerequisite(s): MGMT 100 & MGMT 101; open to juniors and seniors in Engineering, Applied Science, and Wharton; others only with special permission. All students must receive instructor's permission. Graduating M&T students receive priority enrollment.The focus of this course is on analysis of the issues and options which must be faced in developing a new technological venture. Particular attention is directed to the identification of technology-based venture opportunities, evaluation of technical feasibility and commercial potential, and planning for successful commercialization.237. Management of Technology. (B) Prerequisite(s): MGMT 100 & MGMT 101; limited to Management and Technology sophomore students.This course examines the innovative process within technology-based organizations and the range of internal and external forces which impact on technological innovation and growth. Emphasis is placed on managerial initiatives which can influence the nature and rate of technological development. Technological innovation and change, technology forecasting and assessment, R&D management, technical planning, and organizational models are among the topics to be considered.238. Organizational Behavior. Prerequisite(s): MGMT 100 & MGMT 101.Management 238 is the standard undergraduate course in Organizational Behavior. The course deals essentially with the management of people at work. It examines the individual employee in his organizational environment, as well as the organization itself. Topics range from motivation, leadership groups all the way to organization structure, culture, human resources and organizational change. The course develops some themes in which these topics become relevant -- for example the networking organization and diversity at the workplace. Students should expect to conduct group projects involving actual fieldwork and might be asked to give a presentation in class.239. Organization Design. Prerequisite(s): MGMT 100 & MGMT 101.We are born in and spend much of our lives in organizations. From families to schools to athletic teams and jobs, organizations play a central role in our experience. And this is especially so as we pursue careers. Few of us have the luxury of working as a lone artist unfettered by an organization's demands and restrictions. At times we are grateful to organizations for their services and protection. At other times we hate them being unfeeling and inflexible bureaucracies. In this coures we shall examine how organizations are structured with a particular emphasis on businesses and not-for-profit organizations for which most of us will work. How can they be structured so that they are effective and efficient? And how can we personally survive in them when they are less than we might want?240. Group Dynamics.This course is designed to develop students' skills in effectively designing, leading and consulting to teams in organizations. This will be a highly interactive course with emphasis on class participation and experiential learning. One of the goals of this course is to provide both the conceptual understanding and the behavioral skills required to implement strategies. To this end, class sessions will make use of a variety of approaches to teaching and learning, including the case method, simulation exercises and lectures. We will cover topics such as leading groups, group formation and socialization, diversity, creativity, group problem solving and decision making, conflict and knowledge sharing. Students will leave this class with knowledge of how to most effectively lead a team as well as how to be an effective team member. [NOTE: Instructors may have different objectives for this course. Please see individual instructors' syllabi for further clarification.]247. (LGST208, MGMT795) Employment Law.249. Corporate Development: Mergers and Acquisitions. Prerequisite(s): MGMT 100 & MGMT 101.This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers. 251. Consulting to Growth Companies. (A) Prerequisite(s): MGMT 100 & 101; Junior or Senior Standing Recommended.This course offers students a unique opportunity to develop consulting skills and entrepreneurial expertise by working as consultants to entrepreneural ventures in the Philadelphia area. This capstone course combines both fieldwork and class work and allows students to apply knowledge and skills acquired through other course work to real world issues that must be addressed by operating companies. An understanding of characteristics producing rapid entrepreneurial growth and skills related to effective communications and management of a business relationship are emphasized.SM 253. (CINE285, THAR285) Creating, Managing, and Presenting the Arts. (M) Prerequisite(s): Mgmt 100 & Mgmt 101.A study of the creation and presentation of art (e.g., theater, film, sculpture), the cultural context of creativity and the management of individual and institutional performance and exhibition. A combination of lectures by instructors and practitioners, case studies and consulting projects with local institutions will illustrate the relationship between creativity and presentation. Students will be required to write papers, proposals, and complete a term project.264. Venture Capital and Entrepreneurial Management. (A) Prerequisite(s): MGMT 100 & 101; Junior or Senior Standing Recommended.This elective course focuses on venture capital management issues in the context of a high-growth potential start-up company. The course is motivated by rapid increases in both the supply and demand for private equity over the past two decades. On the supply side, the amount of private equity under management has increased from under $5 billion in 1980 to over $300 billion at the beginning of 2003. Despite the recent downturn in private equity fundraising and investment activity, private equity funding is likely to remain an important activity in the near future as pension funds and other institutions continue to diversify their portfolios. On the demand side, an increasing number of entrepreneurs are interested in forming and growing their ventures. The supply and demand for funds are growing globally.The course is designed principally to address the interests of students who either expect to embark on an entrepreneurial career, or those who expect to assume a managerial role with a venture-backed start-up company, or students who wish to pursue a career in venture capital. The course will touch upon a range of fields including management, finance, accounting, strategy, and legal- and attempt to identify mainstream "best practices" in the area of high growth potential start-ups, with the objective of ensuring that students completing the course will have a solid understanding of the questions and issues that face the typical start-up.282. Strategic Implementation. Prerequisite(s): MGMT 100 & MGMT 101.This course is directed toward the attainment of three interdependent objectives: 1)to develop an understanding of strategy implementation in complex organizations, 2) to understand how organizational planning, design, control and human resource decisions are interdependent and critical to successful implementation, and 3) to develop a sensitivity to the "realities" of strategy implementation in "real-world" organizations. Consideration of theories of implemenation is not sufficient; it is necessary also to see strategy implementation as a process of that change that, to be successful, must take a number of factors into consideration. These include how decisions affect individuals in organizations and their consequent commitment to implementation efforts. To meet these objectives, emphasis will be on lectures, class discussions, and case studies as the instructional techniques.283. (MGMT783) Strategies for Economic Inclusion. Keith Weigelt.The majority of humans, estimated to exceed 4 billion people, exist on incomes less than $3,000 per year. Over 1 billion of these poor exist on less than $1 per day. Many poor are denised the opportunity to engage in the global business environment. Constraints they face include those of capital, knowledge, and services.This course is designed to attract those who are interested in the market for the poor. It will provide a managerial guide to those who may want to pursue careers in this space. The course is designed to present a multi-functional view of decisions managers will face.288. (MGMT788) Governance and Management of Chinese Firms. (A) Prerequisite(s): MGMT 100 & MGMT 101.This course provides an examination of some of the largest busines firms in thePeoples Republic of China, acquainting students with the governance and management (both management structure and management teams) of some of the largest and best known Chinese firms. Students will also become acquainted withthe capabilities and liabilities of Chinese firms and their strategic options. Tools needed to assess the investment potential of Chinese firms will be provided, and students will have an opportunity to do original research on issues of governance and management of Chinese firms.291. (LGST206, OPIM291) Negotiations. Prerequisite(s): MGMT 100 & MGMT 101.This course includes not only conflict resolution but techniques which help manage and even encourage the valuable aspects of conflict. The central issues of this course deal with understanding the behavior of individuals, groups, and organizations in conflict management situations. The purpose of this course is to understand the theory and processes of negotiations as it is practiced ina variety of settings. The course is designed to be relevant to the broad specturm of problems that are faced by the manager and professional including management of multinationals, ethical issues, and alternative dispute resolutions. Cross listed w/ LGST 206 & OPIM 291.292. (LGST292, OPIM292) Advanced Negotiation.353. Wharton Field Challenge. Weigelt and Staff。